leadership&management

7/27/2019 Leadership&Management

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Discussion of paper idea

31. Marts 2006

Little Boxes-An Explorative Study of

Entrepreneurship processes

in the light of Leadership versusManagement

Mona Toft Madsen &Poul Rind Christensen


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Characteristics of the fields of

leadership-management Leadership contributions often based on psychology (leader-follower

relations)

Management contributions from disciplines such as political science,engineering, and sociology (structures,systems, organizing, planning,control)

Separated research fields of leadership and management (managingpeople and managing structures become separated)

Dichotonomy in business rhetoric:

Leadership is good, management is trivial

Same tendency in entrepreneurship rhetoric


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Leadership-Management Fokus

Management Short sighted

Stability

Do things right Problemsolving

Systems/structure

s Authority relations

Control

LeadershipLong sighted

Change

Do right thingsProblem identification

People

Influence relationsTrust


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From leadership versus management to

competing values

Flexibility

Internal Focus External

Focus

Control

People

Stability Production

Change

(Based on Quinn, 1988)


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Production:

Profit /bottom line

High Productivity

Clarification of tasks

Setting objectives

Action oriented

Planning

Define problems

Select alternatives

Stability:

Measurement

Documentation

Information

Control

Monitoring

Coordination

Paperwork

Routine information

Following rules

Change:

Organic/ matrix organization

Ad hoc systems

Adaptation to changes

Creativity

Innovation

Monitoring outside environmentIntuition

Politics and power

Networking with the environment

People:

Cohesion

Morale

Facilitation

Team work

Process orientation

Development of people

Caring and empathy

Consensus seeking

Internal

focus External

focus

Flexibility

Stability(Based on Quinn, 1988)


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Schumpeter (1939):Business cycles: A theoretical, Historical, and statisticalanalysis of the capitalist process

Create new business opportunities(change)

Combining factors of production in new

ways (change)


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Morris et al. (1994):Reconceptualizing entrepreneurship: An input-Outputperspective

Identify opportunities (change) Develop and refine concept (change,

production, stability (??))

Assess and acquire nescessary

resources (change)

Implementation (production, people,stability)


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Gartner et al. 1985:A conceptual Framework for describing the

phenomenon of New venture creation.

Locating Business Opportunities (change)

Accumulating resources (change, production)

Marketing products and services (change)

Producing the product (production)

Building an organization (people, stability)


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Stevenson et al.1990:A paradigm of Entrepreneurship: Entrepreneurial

management

Networking (change) Generate resources (change)

Managing in teams (people)


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Tentative Propositions

Relatively low attention given to stabilizingelements in the entrepreneurship process

Relatively huge attention given to externalelements in the entrepreneurship process

A tendency to address management asopposed to leadership (to divide into structureand people), is transferred to

entrepreneurship


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Concluding remarks

Competing values model as frameworkfor discussion of entrepreneurship inmanagerial perspective

Avoidance of pitfalls as in leadership-management dichotonomy

Contribute to common language in

entrepreneurship


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Subjects for discussion

Discussion of arguments for maintaining stability,and internal focus during the entrepreneurship

process. Creativity is based on insight and experience

Visions, entrepreneurship culture, and ways ofworking need to be embedded in the entire

organization as a stabilizing element.

Comments on the idea of a more systematic

analysis (meta analysis) / or empirical work Other ideas and comments

leadership&management

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