2. LEADERSHIP IN AN ENTREPRENEURIAL CONTEXT Session 17

3. What do you know about leadership? (Classroom exercise and discussion ) Wickham, 2006: 17-23

4. Conventional versus Entrepreneurial Part of organisation Maintain Status Quo Conserve Resources Conventional Management Entrepreneurial Manager Whole Organisation Create Change Pursue Opportunity Scope Objectives Focus Wickham, 2006: 17-23

5. Leadership, Power, Motivation Wickham, 2006: 17-23 Leadership – the power to focus and direct the organisation Power – the ability to influence the course of action within the organisation Motivation – the process of encouraging individuals to take a particular course of action.

6. The dynamics of control Wickham, 2006: 17-23 Control, focus and direction for the venture LeadershipMotivationPower Tools used by the entrepreneur to turn the vision into a reality.

7. Power Wickham, 2006: 17-23 Has many negative connotations – to have power over someone. Power is a situation in which resources are limited and outcome is uncertain – therefore power is a feature of organisational life. Action must be influenced for progress to be made. Authority is the right (by way of position) to influence action, this may be the right of the entrepreneur given their position within the venture. Good leadership may result in the ability to motivate action rather than command it.

8. Motivation Wickham, 2006: 17-23 Wide range of motivation theories, all aiming to understand the conditions that would make an individual desire to undertake a course of action in the interest of the organisation. What motivates entrepreneurs may not motivate the people who work for them. Other people respond to the way they are treated and their perception of reward for effort.

9. A framework for motivation Wickham, 2006: 17-23 Individual Support Both personal and resources given to achieve set tasks Rewards Proper rewards given in the right way in return for contribution made. Direction Clear understanding of demanding but achievable tasks