What are the three capabilities or skills an entrepreneurial leader needs to transition from a start-up to a growing organization?
An entrepreneur must develop from being a leader to the position of developing the leaders in their organisation. They need to start being adaptable for various conditions they need to face in their work. They also need to develop their level of communication as they grow with their company to national level to global level. An entrepreneur with great development in communication and adaptability and who can lead their company with expertise will be very successful and these three capabilities will help them handle the success and improve the business further.
What are the three capabilities or skills an entrepreneurial leader needs to transition from a start-up...
Summarize what an organization needs from a leader. a. Analyze what might happen to an organization when the leader does not meet the need(s) of the organization.
What is an entrepreneurial manager? From the vantage point of the subordinate, what attributes are associated with having an entrepreneurial boss? Do employees really want to work for an entrepreneurial manager? After reading "The Corporate Entrepreneur Personas" respond to the following questions: How do these “personas” relate to the creative individual in an organization? Using Table 6-5, discuss how the entrepreneurial personality fits into these personas. From the chapter’s critical roles in corporate entrepreneurship, which of these “personas” may be...
What are the respective roles of leader and follower in this approach? What are the three types of situational challenges leaders face? Explain the six leader behaviors prescribed in the model of Adaptive Leadership. What are the four patterns of adaptive change a leader needs to identify in the Adaptive Leadership approach?
What skills do managers need today? Are these skills different from management skills of 50 years ago? Why or why not? Is a manager different from a leader? What management strategies can you employ in your current position (even if you are not yet a manager)? What are some leadership styles that you have observed at your job? Which do you hope to emulate?
What are the skills set and staffing needs of an internal of an internal audit activity? What is the internal audit ‘s role in preventing, detecting, and investigating fraud? What services can internal auditors provide for the audit committee? What should be reporting lines for the CAE? What Standards guide the work of internal audit professional? Why should an organization have an audit committee?
5. What is Emotional Intelligence and how can it help a leader to improve their skills? Select any two world leaders (past or present, alive or dead), describe their emotional intelligence (as you see it) and how it impacts/impacted their leadership. 6. As a manager, which three of the six Leadership Styles would you use? Explain your choices. Which one(s) would be your primary style and why? When would the other style(s) come into play?
What are three specific things that a leader can do to minimize the impact/leverage the effect of cultural dissonance within an organization? Include how leaders can assist both themselves and their employees in changing their behaviors. How can the three questions related to changing behaviors impact the employees in a positive way? What approach can a leader take if he/she receives opposition related to changing behaviors?
In what ways might changing an organization’s structure allow it to reach the next higher level of growth in market share? What might be some of the structural barriers preventing small businesses and start-up entrepreneurial ventures from growing?
How does CRM in a start-up differ from CRM in an established organization?
Executives emphasise the importance of resources and capabilities in different organisations. The Australian Red Cross To achieve the vision of improving the lives of vulnerable people, the Australian Red Cross emphasises the crucial role of capabilities in its strategic plan 'Strategy 2015'. 'Capabilities are integral to our overriding strategy to create one Red Cross, writes CEO Robert Tickner. The Australian Red Cross distinguish between technical competency and behavioural capability. The former refers to specialist skills and may include such competencies...