week 4

Question 1

What distinction does Heifetz (1994) make between types of work?

Answer 1

• Technical work: Known problems with known solutions – falls under management

*    Adaptive work: Unknown, complex problems requiring new solutions – falls under leadership

Question 2

What are the five main leadership styles?

Answer 2

1. Authoritarian (Autocratic) – Leader makes decisions alone

2.    Participative (Democratic) – Team involved in decision-making 

3.    Delegative (Laissez-Faire) – Decision-making is fully delegated to team 

4.    Transactional (Managerial) – Focuses on rules, rewards, and performance 

5.    Transformational (Visionary) – Inspires with vision and emotional engagement

Question 3

According to House et al. (2004), what are the six global dimensions of leadership?

Answer 3

1. Team-Oriented – Builds unity and shared goals

2.    Self-Protective – Ensures personal and group security 

3.    Participative – Involves others in decision-making 

4.    Humane – Shows compassion and support 

5.    Autonomous – Independent and self-reliant 

6.    Charismatic – Visionary and inspirational, motivates through personality

Question 4

What are key roles of leaders according to Kouzes & Posner (2002), Harrison et al. (2020), Burns (1978), and Yukl (2010)?

Answer 4

• Mobilise support for organisational goals

*    Influence and inspire people around them 

*    Guide using interpersonal and social methods 

*    Drive change by overcoming resistance (Schneider et al., 2012)

Question 5

What does effective leadership consist of according to Schneider et al. (2012) and Charbonneau (2001)?

Answer 5

1. Idealised Influence / Charisma – Inspires followers through personal vision

2.    Inspirational Motivation – Clearly articulates shared goals and vision 

3.    Intellectual Stimulation – Encourages innovation and creative thinking 

4.    Individual Consideration – Recognises and supports individual differences

Question 6

What does recent research (Baum et al., 2007) say about entrepreneurial personality?

Answer 6

• Moves beyond static trait theory

*    Focuses on personal characteristics and behaviours that predict success 

*    Emphasises the psychological drivers behind entrepreneurial outcomes

Question 7

How did Schumpeter (1934) define an entrepreneur?

Answer 7

An entrepreneur:

*    Executes a new, non-routine vision 

*    Operates outside established norms 

*    Does not rely on people or politics 

*    Is anti-rational and adopts fluid economic positions 

*    Does not “find” or “create” possibilities in a linear sense

Question 8

What is entrepreneurial leadership according to Greenberg, McKone-Sweet & Wilson (2011)?

Answer 8

A fundamentally different worldview and logic compared to traditional leaders.

*    Involves innovative, non-linear thinking 

*    Combines entrepreneurial risk-taking with leadership influence 

*    Not limited to business founders — can be within organisations

Question 9

What is organisational entrepreneurship according to Eyal and Kark (2004)?

Answer 9

An organisation’s continuous drive to pursue both incremental and radical innovations in its internal and external environments.

*    Innovation is embedded in the culture and behaviour of the firm 

*    Entrepreneurship is not just individual but also collective and systemic

Question 10

What is the difference between a leader and an entrepreneur?

Answer 10

• A leader mobilises people toward goals, often within known structures

*    An entrepreneur challenges routines, embraces uncertainty, and drives new economic visions 

*    Entrepreneurial leadership blends both roles — using influence to bring radical change