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Entrepreneurial Leadership Styles, 2006.
A comparative analysis of entrepreneurial leadership styles in Sweden and China.
15,254 words (approx. 61.0 pages), 53 sources, MLA, $ 249.95
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Abstract
In recent years researchers have contributed different causes as responsible for the success of a country's economic system and as a result, differing models for economic growth suggest multiple possible paths for success. This paper examines how two countries of notable global success, attributable to each of its entrepreneurial leadership skills, are Sweden and China. It offers a comparative study of the entrepreneurial leadership of both Sweden and China, taking into consideration such factors as their political and economic history, leadership styles and regulatory changes. It concludes with an analysis of the factors that both entrepreneur leadership styles have in common.
Outline
Introduction
Entrepreneurial Leadership
Entrepreneurial Research and Development and Economic Growth
Leadership Studies and Analysis
Entrepreneurial Leadership in Sweden
Entrepreneurial Leadership in China
Comparison of Swedish and Chinese Entrepreneurs
Conclusion
From the Paper
"Entrepreneurial leadership is leadership that is based on the attitude that the leader is self-employed. Leaders of this type take initiative and act as if they are playing a critical role in the organization and energize their people, demonstrate entrepreneurial creativity, search continuously for new opportunities and pursue them, take risk, venture into new areas and provide strategic direction and inspiration to their people (Kotelnikov, 2005). These leaders also take responsibility for the failures of their team, learn from these failures and use them as a step to ultimate success and strategic achievement. Entrepreneurial leadership involves instilling the confidence to think, behave and act with entrepreneurship in the interests of fully realizing the intended purpose of the organization to the beneficial growth of all stakeholders involved (Kotelnikov, 2005)."
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Entrepreneurial Team Leadership, 2005.
A look at the history of team leadership and its effectiveness with respect to entrepreneurial teams.
2,225 words (approx. 8.9 pages), 4 sources, APA, $ 69.95
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Abstract
This paper looks at how today's business environment requires team leadership as opposed to the more hierarchical forms of leadership seen in the past. The paper also discusses the qualities and capabilities that make individuals effective team leaders, ways to measure a team's effectiveness, and how entrepreneurial teams can be made more effective.
From the Paper
"It was with the military idea that the traditional concept of business leadership started in the U.S. The olden industrial business like the railways espoused a hierarchy system of management leadership. The person at the control had the final say and was autocratic. Commands were issued from the apex level through the hierarchy to be executed unquestionably. Moreover, the authority was backed by societal strength, hence only a handful could oppose. Truly, particularly in the olden days, the leader had the power of ending the life of a soldier who refused to abide him and this resulted in obedience. Violators set the precedence of how nasty the outcome of infringement was. It is surprising that the legendary Bill Gates does not possess the inspirational wherewithal or strength of Attila the Hun. (The Art of Entrepreneurship)"
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Entrepreneurial Leadership, 2002.
A look at some of the challenges faced by entrepreneurial leaders today such as Ed Avis, Salim Bhatia and Kim Polese.
1,150 words (approx. 4.6 pages), 7 sources, $ 44.95
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Abstract
This paper discusses the self-motivated entrepreneurial leaders, their characteristics, strengths and the challenges they face today. Three unique entrepreneurial leaders were chosen. Ed Avis was never interested in his field of business; he only joined it to earn profits. Salim Bhatia loves his work and remains successful at it. And Kim Polese is celebrated, successful and humble.
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Entrepreneurial and Covert Leadership Styles, 2000.
A definition, analysis and comparison of concepts, methodologies and approaches conceived by Du Brin and Mintzberg.
1,350 words (approx. 5.4 pages), 2 sources, $ 47.95
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From the Paper
"Entrepreneurial Leadership Compared With Covert Leadership
Introduction
The purpose of this research is to compare Du Brin's conception of entrepreneurial leadership with Mintzberg's conception of covert leadership. An overview of each of the leadership styles is provided in the following section. Research methodologies discussed by Du Brin and Mintzberg in the presentation of the leadership concepts then are discussed. The major discussion presented in the comparison of the specific points made by Du Brin and Mintzberg in relation to entrepreneurial and covert leadership.
Overview of the Leadership Concepts
Overviews of the entrepreneurial leadership style and the covert leadership style are presented. These overviews are..."
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Entrepreneurial Management in the Hospitality Industry, 2006.
An analysis of entrepreneurialism within rooms division management.
2,180 words (approx. 8.7 pages), 9 sources, MLA, $ 67.95
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Abstract
This paper studies the role of entrepreneurialism within the hospitality industry, particularly the rooms division management. The paper argues that despite the current success of the industry, entrepreneurialism and initiative are essential to its continued growth. The paper begins with an overview of the field of rooms division management, which includes responsibilities over revenue management, profitability, front office operations and the lodging and guest cycle. The paper then defines entrepreneurial management as building sustainable business through a continuous process. Included in this, according to the paper, is a reliance on management teams. The paper demonstrates how these operations require an entrepreneurial mindset based on the ability to "think outside the box". Examples focus on traditional financial management and yield management.
Introduction
Entrepreneurial Thinking
Leadership vs. Management
Traditional Financial Management
Yield Management
Conclusion
From the Paper
"Entrepreneurial thinking offers ways of looking for different and new solutions. For Rooms Divisions Managers, this means looking past the traditional needs for hospitality-related services and finding proactive ways to secure higher revenues both now and in the future. People in management positions must think entrepreneurially in order to improve profitability, enhance guest relations, and strengthen the establishment's position in the community (Carwright, 2002).
It takes entrepreneurial thinking to overcome obstacles before they become problems. The Rooms Divisions Manager must have superior business as well as personal strengths such as good communication skills, the ability to promote teamwork and a sense of confidence and authority (Carwright, 2002)."
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Success in the Entrepreneurial Environment, 2004.
An analysis of how to succeed in today's entrepreneurial environment.
1,194 words (approx. 4.8 pages), 5 sources, MLA, $ 40.95
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Abstract
This paper examines an entrepreneur whose business practice fits the framework of a ?new type of entrepreneur? and explores the practices used to gain success in today?s entrepreneurial business environment. The paper discusses the volatile changes that are occurring in the entrepreneurial environment and are influencing the development of a new type of entrepreneur. The paper contends that new business ideas concentrating on the use of new technology are giving enhancement to the implementation of business plans.
From the Paper
"Rapid growth has been seen in the industries that are technology based in comparison to that in the overall economic picture. Expanding technology jobs in the State of Washington reports growth from 95,910 in 1974 to a total of 274,989 in 2000, shows an overall increase of an astounding 187%. Technology based employment pays 87% above the state average of $32,740 in the personal employment sector in the amount of $61,330 annually, as reported in the year 2000 for the State of Washington."
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Entrepreneurial Organizations, 2001.
Defines terms and evaluates new company, Ethetica, to determine if it is meeting entrepreneurial criteria. Organization of company. Executive team and personal vision.
2,025 words (approx. 8.1 pages), 11 sources, $ 71.95
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From the Paper
"Although often associated with small companies, the concept of the "entrepreneurial organization" was embraced in the 1990s as offering even medium and large organizations a competitive edge over their rivals. Some large companies (such as Hewlett Packard and 3M) are noted for their entrepreneurial strategies, but it is generally new and smaller organizations which are considered entrepreneurial. This research considers the definition of entrepreneurial, and evaluates a relatively new company, Ethentica, located in Lake Forest, in terms of whether it meets the criteria of an entrepreneurial organization.
What is an "Entrepreneurial" Organization?
Although "entrepreneur" and "entrepreneurial organization" are terms which are used with considerable frequency in management and business ..."
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Entrepreneurial Business and Management Strategies in China, 2002.
This is an assessment of the impact of globalization and information technologies on the Chinese business environment.
8,465 words (approx. 33.9 pages), 25 sources, MLA, $ 179.95
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Abstract
This paper looks at the study of entrepreneurial business strategies in China. This paper focuses on investigating the significance of smaller forces in order to assess the current management and business strategies in China. The paper also looks at the forces of globalization and information technologies and how they have proven to be fundamental in shaping modern entrepreneurial business strategies in China. The author argues that Chinese business strategies have embraced both elements both independent from the other as well as in conjunction with each other and that the move to incorporate these forces has had an impact on business and management strategies in the Chinese workplace environment.
From the Paper
"Arguably, the point of discussion that is of the most interest, however, is that the alterations in Chinese business strategy have not been imported from Western business strategies. This is to say that the Chinese businesses did not simply set out to acquire successful management strategies and apply them to their native businesses. Rather, the business strategies that are currently employed by China are extremely different from those of the West and focus more on the strategies of employment and occupation rather than mechanization, as well as comparable labor- related practices. Indeed, business practices in China are currently a matter of profound interest for both the United States and the rest of the world's economically- developed countries, as the business and management strategies found within this country are relatively unique in terms of a traditional business sense. "
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Entrepreneurial Culture, 2005.
A case-study of Marks and Spencer's entrepreneurship.
2,526 words (approx. 10.1 pages), 14 sources, MLA, $ 76.95
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Abstract
This report examines how a large organisation could recreate a more entrepreneurial culture in an attempt to ultimately increase long-term profits. To aid the analysis it focuses on Marks and Spencer plc (M&S). The report summarises the organisation's current structure and culture, identifies required changes, their barriers and how to overcome them.
Outline
Introduction
Current Status of M&S
The Entrepreneurial Organisational Aims
Restrictions To Implementation
What do We Have to do to Overcome the Obstacles
And Achieve Our Objectives?
Who Should Do What, When?
Evaluation
References
Bibliography
Appendix
From the Paper
"Encouraging staff to be more freethinking and confident in their abilities will allow entrepreneurial activity to flourish from the shop floor level upwards. Thus creating a more open, innovating culture where employees can continually learn and improve their transferable skills and techniques. Implementing a Kaizen approach of continuous learning allows the company to constantly train staff with the new techniques and methods."
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An Entrepreneurial IPO, 2005.
An overview of the process of capital valuation for a start up company.
675 words (approx. 2.7 pages), 5 sources, $ 26.95
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Abstract
This paper discusses the process and concept of capital valuation from the perspective of an entrepreneur seeking capital and following the capitalization process from initial seed funding to the initial public offering (IPO) stage. The paper concludes with a brief overview of the stages of capitalization and the pricing strategy that was utilized.
From the Paper
"The initial funding process for a start up is often referred to as the seed stage (Investment, 1998, para.1). This initial phase is often the most difficult, and indeed, has proven to be so; especially for an entrepreneur who is by nature, more independent minded. The valuation of the start up is much lower than was anticipated and venture capitalists are demanding much more operational control than in previous investment periods (Carter, 2004, para.12). In a short period of time the funding companies have demanded: potential cash flow analyses, comparable firms' stock performance-historical and current, similar IPO performance data, and price-to-earnings and price-to-sales ratios (Seppa & Laamanen, 2001, p.215). "
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British Entrepreneurial Talent, 2005.
An examination of the contribution of the entrepreneur to the slow down in economic growth at the end of the 19th century Britain.
1,864 words (approx. 7.5 pages), 6 sources, MLA, $ 59.95
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Abstract
This paper looks at how much of England?s success as an industrial nation stemmed from her ability to produce the entrepreneur so it?s perhaps ironic that a perceived shortage of individual enterprise should result in her relative decline. This paper examines the context of entrepreneurship - the need for entrepreneur's, the appeal of entrepreneurship, entrepreneurs in relation to their predecessor's, market trends and contemporary entrepreneurs abroad.
From the Paper
"The slow down in economic growth has been attributed to the actions and policies of the British government. Political decisions in the period 1870-1914 had implications on many of the institutions crucial to the development and capability of entrepreneurial figures. Poor education standards, the continuing of free trade, factory legislation, the patent law and transport routes and methods were all influenced to some extent by government policy, causing the conditions for enterprise to gradually deteriorate. These decreases in efficiency within industrial circles, caused by such policies, were crucial to the performance of the economy after 1870 and help to highlight the effect played by factors other than poor entrepreneurship in the slow down of economic growth."
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Leadership and Entrepreneurship, 2008.
An analysis of leadership issues faced by small and medium sized enterprises.
2,334 words (approx. 9.3 pages), 8 sources, MLA, $ 71.95
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Abstract
This paper discusses how the success of any organization is largely dependent on the various leadership styles, attributes, and models applied during the process of achieving organizational goals, irrespective of the size, type or nature of the said business. These various leadership styles, models and attributes as well as the uncertainty of environmental factors in connection with small and medium enterprises, as observed through various research findings and case studies are discussed elaborately in the paper.
Outline:
Introduction
Leadership Issues faced by SMEs
Business Models for SMEs
Competing Demands of Stakeholders
Environmental Uncertainty and Entrepreneurial Orientation
Conclusion
From the Paper
"The process of rational strategic decision making in SMEs requires a long-term stable attitude towards risk. Thus the process of leadership in such small and medium sized enterprises should be future oriented, so as to encompass the various strategic obstacles that these firms might have to encounter in the long run. One of the key advantages for small firms, however, is the level of flexibility available to them within their domestic markets which enables them to adapt quickly to the changing market place in order to suit the demands of its customers. The strategic dilemma however, lies in the fact that dispersing their activities as well as market segments as widely as their larger competitors may not always be possible for the small enterprises leaving them with very few viable options / strategies for survival. In such a case the SMEs can hope to combat the challenges posed by the changing market place, by swiftly adapting to its needs and demands and thus reduce risks in the process. "
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Leadership, 2005.
This paper is an extensive research based on a literature review, of the perennial question: "Are leaders born or made?"
37,050 words (approx. 148.2 pages), 230 sources, APA, $ 249.95
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Abstract
This paper states that the objective of the research is to demonstrate that leadership development is actually a process that develops over many years and requires the support of education and training. The author points out that an important component of leadership is self-knowledge, which includes: Recognition of one's own strengths and weaknesses, the ability to take risks and recognition that mistakes are an opportunity for learning. This paper concludes that discussing one's ideas and values, developing a teachable point of view, and developing stories, which bring these views to life, are all learnable skills; therefore, it is clear that leadership is strongly linked to learning and education.
Table of Contents
Preface
Subject of Investigation
Needs, Interests and Problems Detected
Justification of the Thesis Theme
Objectives
General Information
Specifications (Methodology)
Goals
Introduction
Literature Review
Research throughout History
Early Approaches to Leadership Study
The Conceptualization
Transformational Leadership
Transformational Leadership Education
The Transformation of the Organization
Today's Views on Leadership
Birth Order: Research on Whether Leadership Is Genetic
Supporting Literature
Birth Order and Trait Theories of Leadership
Born or Made: The Debate
Authentic Leaders
Leaders and Leadership
Leadership Characteristics
Communication
Trust
Self-Knowledge
Diffused Leadership
Leadership Development
Case Studies
Examples of Leaders
Characteristics of Leaders as Defined by a Leader
Leadership: Cases of Leaders Who Learned Despite Disadvantages
African American Transformational Leaders
Introduction
Assessing Individuals for Transformational Leadership Qualities
Transformational Leadership Style
Leadership in Schools
Education and Leadership: A Strong Link
Three Keys for Leading
Leadership Quotations
Quotations
Discussion of Literature on Leadership
Current Leadership Research
Transformational Leadership
Skills-Authority
Organizational Issues
Transactional, Relational, Transformational and Charismatic
Levels of Leadership
Contingency Theories
Fiedler's Contingency Model
Conclusions and Recommendations
Dispelling the Myths
Myth #1: Leaders are Born, not made.
Myth #2: Real Leaders are Effective because of what they Know.
Myth #3: Effective Leadership is Scarce.
Interests of Leadership
Recommendations
Conclusion
From the Paper
"There are five levels of leadership systems: the individual, small group relationships, teams, company-wide and intra-company. The best leaders will also manager their own leadership by utilizing the three basic types of leadership - directional (strategic leadership and determining where the organization will go), implementation (determining how the organization will make it to wherever it is headed) and interpersonal (involves the process of getting human resources behind organizational goals and objectives)- into their leadership strategy. Over the past several years, one of the most important contributions psychology has made to the field of business has been in determining the key traits of acknowledged leaders. Psychological tests have been used to determine what characteristics are most commonly noted among successful leaders. This list of characteristics can be used for developmental purposes to help managers gain insight and develop their leadership skills."
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Organizational Leadership, 2004.
This extensive paper discusses organization leadership and analyzes leadership in three companies, Nationwide Financial, Marriott Hotels, and Lloyd?s Bank.
14,660 words (approx. 58.6 pages), 55 sources, APA, $ 249.95
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Abstract
This paper examines the behavior of workers within an organization or company as related to the process of change management, organizational behavior, and leadership styles; to expectations expressed by the leadership within the organization; and to the steps, which were either effective or ineffective, in processing the required and desired change within the organization. The author points out that the area with the greatest influence on organizational behavior is the leadership and the leadership style of those responsible for the organization. The paper stresses that, in organizations in which a bureaucracy is a functional source of existing leadership, a factor in all three case studies, simply limiting the bureaucracy can initiate minor organizational change. Charts.
Table of Contents
Introduction
Conceptual Framework
Transformational Leadership
Organizational Commitment
Definition of Terms
Leadership Style
Transformational Leadership
Transactional Leadership
Laissez-faire
Organizational Commitment
Case Presentation
Case Study #1: Nationwide Financial
Reluctant leaders
Arrogant leaders
Unknown leaders
Workaholics
Case Study #2: Marriott Hotels
Case Study #3: Lloyd?s Bank.
Discussion in Terms of Leadership, Change Process, and Organizational Commitment
Conclusion
From the Paper
"In terms of its effects on an organization, the Laissez ?Faire leader can create the most significant gap between what he believes is going on in the organization, and what is actually occurring. Because this leader typically manages by exception only, the organization can continue in a dysfunctional state, but if the devolving performance never comes to the leaders attention, the organization will continue unabated. There are some situations in which the Laissez-Faire approach can be effective. The Laissez-Faire technique is appropriate when leading highly motivated and skilled people, who have produced excellent work in the past, and have a history of efficiency. Once a leader has established that his team is confident, capable and motivated, he can step back and let them get on with the task. In this type or organization, if the leader interferes, he can generate resentment and detract from their effectiveness. By handing over ownership, a leader empowers his group to achieve their goals. What is important to note about this leader, in handing over the ownership, he also relinquished his active involvement in the process, and thereby diminished his influence, and thereby his level of effectiveness."
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Leadership Styles, 2007.
A narrative essay comparing the benefits of servant leadership with situational leadership.
3,145 words (approx. 12.6 pages), 7 sources, MLA, $ 91.95
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Abstract
This paper discusses and compares servant leadership and situational leadership. It shows personal reflections on these particular leadership styles, how they are being used now by the author and how the author plans to use them in the workforce once he is employed. The author gives his personal view on types of leadership styles and which are most effective.
Table of Contents:
Introduction
Discussion of Servant Leadership
Discussion of Situational Leadership
Personal Reflection on Leadership Styles
Summary/Conclusion
From the Paper
"Those who have paid attention to the changes that have been going on in the business world and what was perceived to be the comparatively small differences between leadership styles should now be more aware that there are definite and distinct differences between the situational style of leadership and the servant style of leadership. Many managers are reading books that deal with the differences between the styles so that they can be aware of the strengths and weaknesses to be found in the styles and the ways that they are used - sometimes these have been believed to be somewhat gender specific, but that idea is changing (Freed, 2003). Not only is this significant in the fact that it indicates a desire for understanding of different leadership styles, but it also helps these individuals to be more comfortable in dealing with those who have different styles and opinions."
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