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A New Paradigm Entrepreneurial Leadershi PDF
A New Paradigm Entrepreneurial Leadershi PDF
Leadership Edition
Contents
A New Paradigm: Entrepreneurial Leadership
Lloyd W. Fernald, Jr., George T. Solomon, and Ayman Tarabishy . . . . . . . . . . . . 1
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Georgia 30458.
A New Paradigm:
Entrepreneurial Leadership
As the 1990’s gave way to innovators, paradigm pioneers, entrepreneurs use to cope with
the next millennium, the and visionaries, entrepreneurs their need to excel and explore
current social, economic, and are confronted with the issue new vistas. In essence, it seeks
political environments were of developing leadership to demonstrate a new style of
constantly being affected by qualities in order to grow their evolving leadership, entrepre-
the actions of entrepreneurs businesses and to transform neurial leadership, which
and entrepreneurial ventures. them to a level of profes- offers a break from the past
The current literature in sionalism. and movement into the future.
entrepreneurship devotes Since the 1980’s, an
considerable discussion to the increased level of entre- Literature Review
role entrepreneurs play within preneurial activity has
their businesses and as spawned, not only because of Entrepreneurship is a
opinion leaders in their the electronic age but due to a relatively new, sometimes
markets and the general plethora of new materials, controversial, and burgeoning
economy. Often described as products, financial networks, field of management research.
joint venture possibilities, and Leadership has been studied
paradigmatic changes in since around 500 BC. New to
politics, economics, and the field is the subject of
Lloyd W. Fernald, Jr., D.B.A.,
societies. It appears a whole entrepreneurial leadership.
is professor of management,
Management Department, new remodeling of the ways in Both entrepreneurship and
College of Business which business, communica- leadership will be briefly
Administration, University of tion, and government are discussed in turn.
Central Florida, Orlando, FL conducted has emerged. Thus,
32817. it is imperative for anyone Entrepreneurship
involved in entrepreneurial
George T. Solomon, D.B.A., is ventures, especially the Selection of the
associate professor of entrepreneur, to fully
entrepreneurship, The
appropriate basis for defining
comprehend the impor-tance and understanding entrepre-
George Washington
of sound leadership practices. neurs created a challenging
University, Washington, DC
20052. This article attempts to problem for entrepreneurial
reveal those characteristics research. More than ten years
Ayman Tarabishy, is a common to both successful ago, the field of research was
doctoral student, The leaders and entrepreneurs who described as young, i.e., in its
George Washington operate in dynamic, changing formative stage (Paulin,
University, Washington, DC environments. It also attempts Coffey, & Spaulding, 1982;
20052. to show the characteristics
Table 1
Characteristics of Entrepreneurs and Leaders*
Visionary (29)
*Cites for these characteristics may be obtained from the authors.
Entrepreneur Leader
Able to motivate 3 15
Achievement orientated 15 7
Creative 10 5
Flexible 2 6
Patient 1 3
Persistent 3 2
Risk-taker 24 6
Visionary 6 29
Marketers have long elements into the marketing single territory, marketers
sought to craft marketplace domain. One contemporary have demonstrated their
opportunities to provide a effort that has received a great interest and willingness in
differential advantage that is deal of attention has been the acquiring and deploying assets
both significant and increased usage of sales force that can cultivate a significant,
sustainable. Particularly automation, coupled with the sustainable differential
important in the sales need to enhance the relation- advantage under virtually any
organization, creating and ship management of clients condition.
maintaining a marketplace through communications Actual applications of
advantage are often the keys technology. This effort has sales force automation indicate
to success or failure. In this resulted in an escalated need a range of failure that suggests
pursuit, a host of strategies, to determine where and how technology cannot be
mechanisms, and processes technology is being used in automatically and easily
have evolved through personal selling (Widmier, intertwined within the sales
marketing departments as Jackson, & McCabe, 2002) to force. One study used identity
managers constantly seek the maximize technological theory to better understand
“best” tools for rapidly integration within the sales these failures and found
changing marketplaces. organization. salespeople have positive
Employing considerable Correspondingly, sellers perceptions of the technology
resources to obtain such have become increasingly immediately after the training;
marketplace advantages, aggressive in recent years as however, six months after
management has sought to they seek and implement implementation, the
integrate many different constructive assets that technology had been widely
improve their positions and rejected (Speier & Venkatesh,
opportunities for success. For 2002). To make sales
instance, training has become technology more functionally
David J. Good, Ph.D., is
a key strategic organizational valuable, some European
professor of marketing,
Grand Valley State tool being visualized as an companies have discovered
University, Grand Rapids, MI important vehicle for success that technology that dictates
49504. (e.g., Leach & Liu, 2003). how salespeople behave will
Spending in some situations fail while technology that
Roberta J. Schultz, Ph.D., is more than $100,000 and two respects how salespeople
associate professor of years in the development of really behave has a better
marketing, Western one salesperson (Johnston & chance at success (Schrage,
Michigan University, Grand Marshall, 2003) to cultivate a 2003). What this suggests is
Rapids, MI 49503.
competitive advantage in a that, while technology may be
Table 1
Implications of the Sales Technologist
Organizational Implications
Organizational support from upper management needed
Challenges in measuring outcome performance
Managerial blending of technologies with other organizational
tactics and strategies
Managerial Implications
Must continuously educate and re-retrain employees of seller and
buyer in technologies
Impact on traditional monitoring (outcome versus behaviors based)
Inter-departmental educational responsibilities
Ability to move between positions and/or between companies
Technology provides a common connection point and mechanism
for communication within the selling organization and externally
with the buying organization
d. Developing and showing support of other people (e.g., 219 4.1 370 6.9
employees, staff, faculty, alumni, etc.)
e. Showing confidence and support for my boss 286 5.4 425 8.0
* The “Sum Total” was calculated by adding all individual rankings of the 53 deans. The “Mean” was calculated
by dividing the “Sum Total” by the number of deans responding (N = 53).
l. Threatening 12 9 12 8