Entrepreneurial Leadership

PRINCIPALS/STRATEGIES OF ENTREPRENEURS

Both Kouzes and Case (Kouzes, 2008; Case, 2010) state that people are integral to the success of any business. Kouzes philosophy of “Enabling Others to Act” and “Encouraging the Heart” shows that he understands just how important employees are in making any business successful. Case states in this in his philosophy of successful entrepreneurship in the three P’s. For Case though, People are not only defined as the people he works with and inspires, but also as the People his product is geared for. Without the right market in mind, your product cannot be successfully marketed. It is in this theory that Druckers (1985) philosophies intertwine with Case. His theory of “Hit Them Where They Ain’t” takes ideas that haven’t been marketed to the right people and uses “Creative Imitation” to create a product/business aimed at the consumer in need.

Case, Kouzes and Drucker’s principals continue to hold true as entrepreneurship has been redefined as a transformational leader who operations in a dynamic market that offers lucrative opportunities. Drucker’s “Furstest with the Mostest” strategy addresses the dynamic markets and the needs of the people. Kouzes and Case address the need to sustain the organizational culture through inspiration and passion for the business. All four theories recognize the perseverance and challenges that must be faced head on if the entrepreneurial leader is to be successful in his/her chosen field. Drucker’s “Entrepreneural Judo” and Kouzes “Challenge the Process” accentuate the ability of a leader to recognize the needs of a dynamic market. All three (Case, Kouzes and Drucker) have shown the need for firms to compete on the edge, taking knowledge of today’s products and finding a way to make them better as well as acknowledging the changes that are ahead of what even consumers know they want or need.

In conclusion, not every entrepreneur can know what the future will hold, but those...