CE2

• Security and comfort of employees
• Friendly atmosphere
• Not necessarily productiv

• preserve job and seniority
• Avoid responsibility
• Exertion of minimum effort to get work done is enough
• Less innovative decisions

• Encourage teamwork and responsibility
• Foster commitment (we areresponsable for outcome so we do sth for it  )
• Make employees feel like constructive parts

• Try to achieve balance (no trust there )
• Can everyone be happy?

• Money in exchange for performance
• Rules, punishment, pressure
• Applied when in crisis

• Setting goals
• Accomplishing the tasks at hand
• Use systems and controls
• Reward individuals when goals me

=> TIME OF CONSOLIDATION when exact outcome are needed its good 

• Broaden and elevate interests of employees
• Generate acceptance and awareness of purpose and mission
• Make employees look beyond self-interest
• Provide inspiration, excitement, intellectual stimulation
• tell them goals but not the way, so you get innovation

=> TImes of rapid change

• Drill Sergeabt: When I say jump, you say jump
• cheer leader : YOu guys rock! who wants pizza
• parrot: 
• Compromiser: you cant make all happy, decisions are not most innovative and lead to success
• babysitter: take care of the issue where someone sreams the loudest
• moses: lead followers to the desert and hope for a miracle 
• an hourglass: let everything pass and wait for a turnrond 
• robinson: waiting for friday  ( we do it next week) 

• Entrepreneurship does not happen without leadership •
• The effect on employees •
  • Enhances employees’ entrepreneurial willingness and ability •
  • Continuous development of entrepreneurial initiatives (creative idea generation and then also further development!)
• The effect on entrepreneurial initiatives •
  • Match the company’s strategic direction (model 3 and 4 we have in class 4 )
  • Are actually implemented 
  • Produce tangible results

• Similar to transformational leaders ((transaction vs transformational leaders ))
• Builders of organizations that are both visionary and transformational
• Main challenges •
  • Envisaging and creating a scenario of possible opportunities that can be seized despite of resource constraints (scenario enactment)
  • Convince potential followers and stakeholders that the related transformation is possible by assembling resources (cast enactment)

«Highly transformational leaders tend to encourage open cultures, organic structures, adaptable systems, and flexible procedures – attributes that facilitate the implementation of change» (Vera & Crossan, 2004

•  Visionary 
• Good communicator / motivator
• Strategic thinker and learner
• Emotionally intelligent
• Strong interpersonal skills
• Relationship builder
• Team player
• Builder of confidence
• Clarifier of ambiguity and uncertainty
• Builder of empowering opportunities

hex sould be entrepreneurs themselves, have a entrepreneurial mindset and thikt in different ways 

• decides on musicians to play / decide where to go what to do 
• decide music to play 
• allows band to improvise and use their creativity to create required sounds / not about the process but outcome
• lead to fun / but not too much
• brings out the best of individuals ( maximaze their potential and motivation) 
• nurture leaders at al levels ( solo preformances)  let them shine 
• Lead by example: play an instrument ( leader shoud have entr experience)

1: Nourish an entrepreneurial capability

2: Protect disruptive innovations ( dont kill it too early) 

3: Make opportunities make sense ( does idea fit the strategy? how addapt it? 

4: Question the dominant logic ( rethink what you do ) 

5: Revisit the " deceptiely simpke questions"

6: Link entreprenurship and strategy ( otherwise you have chaos)

People at all levels play critical roles • In particular: senio level managers 

its very important in higher leverl but also in lower levels you need people that think the same and can lead. 

• The next few questions ask about your immediate supervisor – the individual that you report to directly in your job.
• How well do the following statements describe him/her? (If you have many immediate supervisors, please pick one supervisor).
• Please circle one number for each statement (fivepoint Likert scale), with higher scores indicating that the supervisor is rated higher on that item.