L08

1. L08 FACULTY OF EDUCATION EAD5000 EDUCATIONAL LEADERSHIP DR. RAMLI BIN BASRI ROOM G28, TEL: office 03-8946 8248, H/P 019 224 1332 (sms prefered) E-MEL: ramlibasri@upm.edu.my

2. EDUCATIONAL LEADERSHIP THEORY LEADERSHIP IN EDUCATION Transactional Leadership Transformational Leadership Distributive Leadership Entrepreneurial Leadership Creative Leadership

3. ENTREPRENEURIAL LEADERSHIP

4. Entrepreneurial Leadership Prof. Dr. ZaidatolAkmaliah Lope Pihie. Faculty of Educational Studies University Putra Malaysia

5. Concept of Entrepreneurial Leadership • Entrepreneurial leadershipis one of the new leadership style and becomes a focus point among the researchers in the leadership literature. • It is believe that entrepreneurial leadership significantly contributes to organizational success compared to other leadership style. • This is due to entrepreneurial leaders behaviourwho always look for entrepreneurial opportunities and organize the resources well for organizational development.

6. Concept of Entrepreneurial Leadership • Thornberry (2006) described entrepreneurial leaders as leaders who are innovative and proactive as well as take risks and practice entrepreneurial approaches in performing their leadership tasks and roles. • Basically, entrepreneurial leadership can be practiced at all level of supervisory because it focuses on opportunities (Thornberry, 2006).

7. Concept of Entrepreneurial Leadership • The entrepreneurial leaders do not spend time in changing people’s mind, alternatively they spend time looking for opportunity. • They focus more on finding like-minded people at outside to achieve the vision set by them. • Therefore, entrepreneurial leadership seems as effective leadership to be practiced in all type of organization and various models have been developed to understand its concept.

8. Concept of Entrepreneurial Leadership • The entrepreneurial leaders do not spend time in changing people’s mind, alternatively they spend time looking for opportunity. • They focus more on finding like-minded people at outside to achieve the vision set by them. • Therefore, entrepreneurial leadership seems as effective leadership to be practiced in all type of organization and various models have been developed to understand its concept.

9. Concept of Entrepreneurial Leadership • Principals who act as entrepreneurial leaders create good network with parents and community around the school. • These principals believe that students improved their performance in schools once they know their parents have a good rapport with their teachers and principal. • Therefore, entrepreneurial leadership is considered a most wanted leadership in educational settings since it emphasize external networks and opportunities where other leadership styles don’t practice it.

10. Transformational Leadership Transformational Transactional Technical Emphasis shifts to different leadership capabilities as individuals move up the organizational hierarchy 10

11. Transactional/situational versus transformational leadership 11

12. Visionary Leadership Similarities and differences between transformational and entrepreneurial leadership 12

13. Corporate Entrepreneurship Behaviors 13

14. The Entrepreneurial Mindset 14 Internal locus of control Tolerance for ambiguity Willingness to hire people smarter than oneself A consistent drive to create, build or change things Passion for an opportunity A sense of urgency Perseverance Resilience Optimism Sense of humor about oneself

15. 1. Internal Locus Of Control 15 Fancy term often used by psychologist to describe a person’s attitude towards his external environment. Most successful entrepreneurial leaders have a strong internal locus control. They see themselves, rightly or wrongly, as determining much of their own fate. This internal locus control lead them to believe that they can make things happen, that they can overcome obstacles and convince or neutralize naysayers.

16. 16 An internal locus control is not the same thing as personal confidence This mindset extremely functional for entrepreneurial leaders in large organizations, since it causes them to believe that they can outwit, outsmart, outmaneuver, and outrun their own organization’s bureaucracy. Most successful entrepreneurial leaders have a strong internal locus of control. They have the power to make things happen, that they are more in control then controlled.

17. 2. Tolerance for Ambiguity 17 Opportunity identification, development, and capturing a significant new business opportunity is a messy affair. Some people would have been unable to cope with this kind of chaos and uncertainty. The old saying “If you can’t handle the heat, stay out of the kitchen” is aptly restated for entrepreneurial leaders. For the right person, this is the fun, it’s the adrenaline rush that causes the entrepreneurial leader to seek out new opportunity time after time.

18. 3. Willingness to Hire People Smarter Than Oneself 18 It is the willingness of successful entrepreneurs to hire people smarter than themselves. By smarter, not necessarily mean people with higher IQs, but rather that this trait encompasses and ability to recognize personal limitations and a willingness to bring in people who are much more knowledgeable about different aspects of the business. Many people in existing organizations are frightened or intimidated by having people working for them who know more than they do. The business would never grow beyond their own capabilities if they did not “hire higher”.

19. 4. A Consistent Drive to Create, Build or Change Things 19 Notice that “love of money” is not one of the aspects of an entrepreneurial mindset. Money is important, but the real drive is the creation of something that is a reflection of the individual and his or her potential legacy. If it works well, the money follows. Many entrepreneurial leaders succeed not by building or creating things from scratch but from changing things. They see opportunities to make existing products, services, or companies better. They can be more innovators than creators, but they are not satisfied with the status quo.

20. 5. Passion for an Opportunity 20 Perhaps the most enigmatic characteristic of the entrepreneurial mindset may not be a characteristic or mindset at all, but an “emotional” set. Entrepreneurial leaders have a strong passion for their idea or opportunity. In large corporations, it is quite usual to find unimpassioned managers who often shepherd the desires and wishes of others. The development of this passion is one of the biggest challenges that large companies face in trying to rekindle their entrepreneurial spirit.

21. 6. A sense of Urgency 21 Sometimes described as impatience, also accompanies the entrepreneurial mindset. Entrepreneurial leaders are described as wanting to get on with it. They push to meet or beat deadlines. This sense of urgency is driven by both the desire to see their idea come to fruition and a fear that, if they don’t act first, they miss their window of opportunity-a competitor or rival might get there first and end their dream. The entrepreneurial leader’s sense of urgency is born from an inward drive. Their deadline are self-imposed: the cash might run out, a customer might be lost, someone has to constantly mind the store

22. 7. Perseverance 22 Perseverance is a by-product of some of the other mindset characteristics. If you love your idea, then it is likely that you will have the drive to see it through. If you have a sense of urgency, and fear the consequences of not getting there first , then you will be spurred to stay the course. Perseverance is also a by-product of having an internal locus of control. Because successful entrepreneurial leaders believe they can make it happen, they believe that all they have to do is stick to it long enough and they will realize their dream.

23. 7. Perseverance 23 This perseverance is not generalized, but rather opportunity-specific. They may not persevere in all aspects of their life, but they certainly do so with ideas about which they feel passionate. Many entrepreneurial leaders with whom we have worked can be non-finishers in other aspects of their lives, but they are typically slaves to their beloved business ideas.

24. 8. Resilience 24 Many entrepreneurial leaders fail in their first attempts to sell the organization on their ideas but they keep going. This resilience factor is very important. People who take themselves too seriously, are perfectionists to a fault, and beat themselves mercilessly for making a minor mistake don’t usually make good entrepreneurial leaders. Leading like an entrepreneur requires an acceptance for making mistakes- but not for making the same mistake twice.

25. 9. Optimism 25 Successful entrepreneurial leaders are optimistic about their potential success of their opportunity. They truly believe in it, they don’t think anything will stop them, and they know they are resilient enough to overcome obstacles and setbacks. The optimism is a very valuable currency when selling their ideas to others.

26. 10. Sense of Humor about Oneself 26 Most of us enjoy someone with a sense of humor, but this trait is extremely important and functional for entrepreneurial leaders. Following the opportunity process is messy. We don’t know if an idea is an opportunity until we dig into it. As we dig, we learn. We realize that what we though we knew about the opportunity isn’t quite accurate. We make mistakes, take wrong turns, back up and take another direction, and often have to admit our own mistakes and omissions. If entrepreneurial leaders take themselves too seriously, then they don’t recover well emotionally from these missteps. They need a healthy ability to fall down, get up, dust themselves off, look in the mirror, and have a good laugh at how silly they look.

27. Dimensions of EL Thornberry, 2006 • Thornberry (2006) developed a model which classified the leaders into two types i.e. activist and catalyst. • He further separated these leaders into four (4) dimensions such as explorer, miner, accelerator and integrator. • The combination of these dimensions addressed as “general behavior”. • In addition, the leaders’ focus is also divided into two different focuses i.e internal and external

28. Dimensions of EL Thornberry, 2006 • Thornberry (2006) model explains the leadership behavior at both personal and organizational level. • Activist refers to the leader’s personal level behavior • Catalyst refers to leader’s organizational level behavior. • Activist leaders act as an active role as lead entrepreneur. They do not wait for others to take the first step for seeking opportunity.

29. Dimensions of EL Thornberry, 2006 • Thornberry (2006) model explains the leadership behavior at both personal and organizational level. • Activist refers to the leader’s personal level behavior • Catalyst refers to leader’s organizational level behavior. • Activist leaders act as an active role as lead entrepreneur. They do not wait for others to take the first step for seeking opportunity.

30. Dimensions of EL Thornberry, 2006 • Catalyst leaders not directly drive the changes and opportunity, they stimulate the innovation, new approaches and entrepreneurial action among their subordinates by creating a supportive environment. • Miners and explorers categorized as an activist • Accelerators and integrators act as a catalyst.

31. Dimensions of EL Thornberry, 2006

32. Focusing Entrepreneurial Energy External Internal Activist Catalyst Entrepreneurial leadership focus and roles 32

33. Explorers: Market-focused leadership 33 Explorers are involved in value-creating events and activities that are aimed primarily at the development of new markets, new products and services, or both. They also can be involved in creating a new business model for delivering current products and services that is so unique that it results in significant growth and profitability for their company. As mention earlier, we call them explorers because they often are working in uncharted territory, which has an inherently higher risk profile than the base business. Since the risk of failure is higher, the organization expects either higher returns or tries to manage risks appropriately by using a staged, rather than capital investment approach.

34. Focusing Entrepreneurial Energy External Internal Activist Catalyst Explorers are often the most sought-after type of entrepreneurial leader. 34

35. Miners: Operationally Focused Entrepreneurial Leaders 35 They demonstrate the same kind of leadership, but they typically focus their entrepreneurial energy on internal operations. They reconfigure current assets in ways that create new value propositions for the company’s customers, thus resulting in growth of the business. Operationally focused miners enjoy the shell game. They like to creatively move assets around or out of the organization. they do not see the ownership or increase of assets necessarily as a good thing. They actually like doing more with less to prove their cleverness. Many good examples exits of entrepreneurial leaders rearranging their organization’s value chain to create significant new value – while along the way also changing the rules of competitive engagement in ways that give the innovative company significant competitive advantage. IKEA’s founder, Ingvar Kampsraad, is one such example.

36. Focusing Entrepreneurial Energy External Internal Activist Catalyst Miners- operationally focused entrepreneurial leaders. 36

37. Accelerators: Unit-Focused Entrepreneurial Leaders 37 “Accelerators” are generally internally focused and catalytic, and they usually manage a unit, division, or branch of the business. Accelerators wants their employees to argue with them and to challenge current ways of doing business. Their goal is to literally accelerate innovation in their particular area or department. They look to their employees for the development of novel ideas, and try to create a culture in which people are rewarded for trying new and different things, not punished for making mistakes in the learning process. Accelerators are focused on two types of value creation, so they try hard to engage their employees in the process. They focus on economic value creation , as do all our entrepreneurial leaders but, more important, they focus on the creation of the human value and behaviors that lead to economic value.

38. 38 They encourage their people to learn new skills and try different things-knowing that mistakes always happen in the learning process. Acceleration often shield their people from the bureaucracy, knowing that they themselves are taking a personal risk in the process. Acceleration view their roles as coaches and catalysts in freeing the creative potential of their employees. They are not afraid to hire people who are smarter than themselves and even perhaps somewhat rebellious, thus allowing for the possibility of quantum leaps in their department or area. Although they are good coaches, they are also very good at getting their employees to accept both responsibility. They know that getting their people to act in more entrepreneurial ways requires both support and personal accountability. Because acceleration are often unit heads, they can be found in line or staff positions. They don’t focus on specific opportunities, as explorers and miners do. Rather, they focus on a long-term approach to fostering a climate of innovation and entrepreneurial thinking that they believe will provide the seedbed for identifying, developing, and capturing serial opportunities.

39. Focusing Entrepreneurial Energy External Internal Activist Catalyst Accelerators are internally focused catalysts for change. 39

40. Integrators: Enterprise-Focused Entrepreneurial Leadership 40 Integrators are entrepreneurial leaders at the enterprise level who focus on the total organization or a major part of it. Their goal is to not only create an entrepreneurial strategy for the business but to develop the people, structures, processes, and culture that support this strategy. They are highly focused on the marketplace, yet also create the organizational architecture for opportunism. These structures can stay informal or, over time, can become formalized. Creating this type of architecture typically helps the integrator bypass the unnecessary rules, regulations, and bureaucratic nonsense that inhibit creative thinking and acting from an enterprise-wide perspective. They understand the important of procuring funds and other resources outside the normal channels.

41. Integrators: Enterprise-Focused Entrepreneurial Leadership 41 Integrators also look for individuals like themselves, who have either latent or obvious entrepreneurial characteristics. They tend to hire or connect to key players as much on personality as on credentials or resumes. They know that all opportunities require learning and that mistakes always happen during the learning process.

42. Focusing Entrepreneurial Energy External Internal Activist Catalyst Integrators are externally focused catalysts for change within the enterprise 42

43. FURTHER READING

44. 10th European Conference on Management Leadership and Governance ECMLG 2014VERN' University of Applied SciencesZagreb, Republic of Croatia13-14 November 2014 School Leadership and Innovative Principals: Implications for Enhancing Principals’ Leadership Knowledge and Practice ZaidatolAkmaliah Lope Pihie1, Afsaneh Bagheri2 and Soaib Asimiran3 1, 3Faculty of Educational Studies, Universiti Putra Malaysia, Serdang, Selangor, Malaysia 2Faculty of Entrepreneurship, University of Tehran, Tehran, Iran zalp@educ.upm.edu.my af.bagheri@ut.ac.ir soaib@upm.edu.my

45. Introduction Previous research has emphasized the critical importance of the leader for identifying and creating new opportunities to improve the performance of an organization Research on the interplay between leadership and entrepreneurship has also highlighted the key roles of school leaders and teachers in bringing about educational changes by recognizing new opportunities, developing and implementing innovative ideas and approaches to different aspects of educating pupils However, research on the impact of school entrepreneurial leadership on innovativeness is scarce particularly for Malaysian schools.

46. 2. Research objective: The main purpose of this study is to examine the impact of school principals’ entrepreneurial leadership practices and their innovative behaviors as perceived by the teachers. The findings contribute to the few studies on entrepreneurial leadership in educational contexts (Yusof 2009) and measuring different dimensions of entrepreneurial leadership (Thornberry 2006).

47. 3. Method: This study involved 294 secondary school teachers in Selangor, Malaysia. Why secondary schools: school entrepreneurship varies in different education levels schools are different in terms of the students, the subjects offering to students, the organizational bureaucracy and the degree of the principals’ autonomy in practicing innovative approaches and methods Measures: Principals’ entrepreneurial leadership practices: A questionnaire consisting of 64 items (50 items on school principals’ entrepreneurial leadership practices (Thornberry 2006) 14 items on school innovativeness developed by Eyal and Inbar 2003)

48. 3. Method: This study involved 294 secondary school teachers in Selangor, Malaysia. Why secondary schools: school entrepreneurship varies in different education levels schools are different in terms of the students, the subjects offering to students, the organizational bureaucracy and the degree of the principals’ autonomy in practicing innovative approaches and methods Measures: Principals’ entrepreneurial leadership practices: A questionnaire consisting of 64 items (50 items on school principals’ entrepreneurial leadership practices (Thornberry 2006) 14 items on school innovativeness developed by Eyal and Inbar 2003)

49. 3. Findings: Analysis of the data indicates that teachers perceive entrepreneurial leadership as highly important for school principals (mean=3.77, SD=.66) however the principals moderately practice the characteristics and approaches of entrepreneurial leadership in leading their schools (mean=3.49, SD=.67). Out of the five dimensions of entrepreneurial leadership, accelerator behavior of school principals scored higher The teachers perceive their schools as highly innovative (mean = 3.68, SD=.55).

50. Table 3: t-test between different types of schools 3. Findings: Table 3, through t-test analysis shows that teachers from ordinary academic schools perceive higher importance and frequency for entrepreneurial leadership practices of their principals compared with high performing school teachers. But generally there is no significant difference between their perceptions related to school innovativeness, importance and frequency of entrepreneurial leadership. However the principals moderately practice the characteristics and approaches of entrepreneurial leadership in leading their schools (mean=3.49, SD=.67).