Leaders are more than entrepreneurs. Even more than servant, socially responsive entrepreneurs. More than dealers in hope. More than drivers of the bolder, brighter, better future. Entrepreneurial leader sees and seizes the opportunities (noticed yet not perceived by others). Such leader comprise Abilities, Beliefs, and Convictions, necessary to employ a set of opportunities for completing social-economic or political-cultural and technological goals. They clearly make things happen. They get things done effectively and efficiently. They inspire and aspire for more as to respond to our changing needs and preferences.
Gaining entrepreneurial leadership skills requires knowledge, skills and desire to build up, put in order, and run a valuable undertaking. There are high risks involved in starting any venture, any new initiative. Therefore, to identify opportunities, we must view them as viable and worth exploiting opportunities. Entrepreneurial leaders exploit things, not people.
We need to resolve to think as entrepreneurs. To look at life as an entrepreneurial game. Though not all might be launching and running own businesses. Entrepreneurs make best use of opportunities. They build up new products, new services. They bring about innovative industries. In short, they disrupt for the benefit of individual and social order.
Maximize Realistic Expectations TBC – to be completed
Minimize Foreseeable Risks TBC
Carry out Conscientious Implementation TBC Successful entrepreneurial leaders know how to remain realistic in setting goals and to minimize risks. One of top means available to minimize risk is identifying targets and building up slot as promptly as possible. A primary reason of any failure is that we don’t know these basics.
How Do Servant Entrepreneurial Leaders Co-create? TBC For many people, the term leadership conjured images of the powerful CEO with a larger-than-life personality. Leading a business is obviously a part of the job description for a CEO. However it isn’t reserved solely for the C-suite. Entrepreneurial leadership emerges in the blank spots of an organization. That is, there is no job title of “entrepreneurial leader”.
What is entrepreneurial servant leadership? It is not a new term, and many people have heard it before. But maybe we aren’t quite sure what it means. In simple terms, entrepreneurial leadership is an intersection of getting things done, by employing the art and the science of leadership. It’s a form of leadership that is pro-active, task-oriented and inspiring in its scope. It emphasizes building the organizational capabilities and culture that strengthen the capabilities, competitiveness and its ability to create values and economic benefits in a sustainable way.
That means embodying a language, business or social orientation that is distinctive from the orientation of operational management. This is a language of innovative value creation, of unlocking new markets and fostering organizational renewal. It requires entrepreneurial skills and courage to drive and to think boldly and creatively beyond the established boundaries. Entrepreneurial leaders create the growth of tomorrow. A leader is such a person who sets a vision, takes an adequate action toward the vision, and mobilizes others to become partners in pursuing beneficial change. First, a leader needs to apply effective processes to attain a preferred future state that creates a strong desire to get there in specific and realistic period of time.
Second, a leader needs to think critically about the action steps required to move toward the vision. This is an essential and important part of achieving clarity and acquires the ability to verbalize their vision.
Finally, and most importantly, the leader needs to critically influence others to join them in efforts toward achieving the vision. A leader’s vision is only an unfulfilled dream unless realistic and effective thinking is used to convince others to join them in pursuing beneficial change.
The basic four steps of entrepreneurial leaders: CARE Creative and effective thinking is at times referred to as thinking outside the box, divergent thinking, or thinking-about-thinking. Here is a modified version of the National Council for Excellence in Critical Thinking suggests there are 4 parts in the thinking process – as follows:
Conceptualize - create a positive mental image that defines your environment
Analyze - examine clearly all aspects, use quantitative and qualitative tools
Realize - reconstruct the situation in a well-defined and realistic way
Evaluate - make monitoring and evaluation a continuous learning process
The stages outlined might be interactively worked out many times in the process until the leaders maximize their values and outcomes.