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2016 | OriginalPaper | Chapter

7. Leading for Entrepreneurship

Authors : Annika Steiber, Sverker Alänge

Published in: The Silicon Valley Model

Publisher: Springer International Publishing

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Abstract

Leading an entrepreneurial firm is quite different from managing a conventional company. This chapter explains key considerations for guiding, supporting, and inspiring teams of entrepreneurial people to produce ongoing innovation. An essential requirement is to provide direction and feedback without micromanaging or telling employees how they should solve problems. The roles of three types of leaders are discussed: top leadership, founder entrepreneurs, and mid-level leaders (formerly called “middle management”). Further, the chapter examines many ingredients of leadership, from communication and incentives to new approaches for bottom-up creativity and decision-making.

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Footnotes
1
Steiber and Alänge (2013b).
 
2
Barnard mentioned, for example: developing and maintaining a system of communication through a selection of people and the offering of incentives; securing an informal organization; maintenance of morals, supervision and control; education, training, and formulating and defining purposes and objectives of the organization (Barnard 1938), pp. 215–234.
 
3
Focus on product excellence is one of the key cultural attributes described in Chap. 6.
 
4
Steiber (2014), p. 73.
 
5
Steiber (2014), pp. 65–66.
 
6
Schmidt and Rosenberg (2014), pp. 217–219.
 
8
Ibid.
 
9
Schmidt and Rosenberg (2014), p. 65.
 
10
Steiber (2014).
 
11
Barnard (1938), p. viii.
 
12
Shiba et al. (1993).
 
13
Alänge (1994).
 
14
Steiber (2014).
 
15
Steiber and Alänge (2013a).
 
16
Schmidt and Rosenberg (2014), pp. 175–176.
 
17
For example, Musk’s presentation of the Tesla Powerwall was posted on YouTube in May 2015 and had over 2.6 million views in 3 months (Musk 2015) https://​www.​youtube.​com/​watch?​v=​yKORsrlN-2k.
The video drew much attention—for example, Carmine Gallo in Forbes commented that it is designed like a TED talk which, in 18 min, “offers leaders a blueprint for how to launch a product.” (Gallo 2015) http://​www.​forbes.​com/​sites/​carminegallo/​2015/​05/​04/​teslas-elon-musk-lights-up-social-media-with-a-ted-style-keynote/​.
 
18
Steiber (2014).
 
19
Schmidt and Rosenberg (2014), p. 177.
 
20
Ibid. p. 178.
 
21
Ibid. p. 222.
 
22
Grove (1996).
 
24
Our own interview data from Merck in 1988.
 
25
George W. Merck in 1950, quoted in Collins and Porras 1994(2002), p. 48.
 
27
Schmidt and Rosenberg (2014), p. 214.
 
28
Ibid, p. 228.
 
29
Ibid.
 
30
Steiber (2014), p. 69.
 
33
Steiber and Alänge (2013a).
 
34
Amabile and Kramer (2011), p. 72.
 
35
Ibid. p. 76.
 
36
Ibid. p. 77.
 
37
Quoted in Steiber (2014), pp. 63–64.
 
38
Steiber (2014).
 
39
Ibid, pp. 67–68.
 
40
Isaacson (2011).
 
41
Schmidt and Rosenberg (2014).
 
42
Originating in the Toyota Production System, andon is the way line workers can stop the production by pulling a cord, in order to make everyone focus on finding the root cause of a problem before more waste is produced.
 
43
Schmidt and Rosenberg (2014).
 
44
Steiber and Alänge (2013a).
 
45
Schmidt and Rosenberg (2014), pp. 49–51.
 
46
Ibid.
 
Literature
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go back to reference Amabile, T. M., & Kramer, S. J. (2011). The power of small wins. Harvard Business Review, 89(5), pp. 1–12. Amabile, T. M., & Kramer, S. J. (2011). The power of small wins. Harvard Business Review, 89(5), pp. 1–12.
go back to reference Barnard, C. I. (1938). The functions of the executive. Cambridge, MA: Harvard University Press. Barnard, C. I. (1938). The functions of the executive. Cambridge, MA: Harvard University Press.
go back to reference Collins, J., & Porras, J. I. (1994). Built to last: Successful habits of visionary companies. New York: HarperCollins. Collins, J., & Porras, J. I. (1994). Built to last: Successful habits of visionary companies. New York: HarperCollins.
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go back to reference Isaacson, W. (2011). Steve Jobs. New York: Simon & Schuster. Isaacson, W. (2011). Steve Jobs. New York: Simon & Schuster.
go back to reference Schmidt, E., & Rosenberg, J. (2014). How Google works. New York: Grand Central Publishing. Schmidt, E., & Rosenberg, J. (2014). How Google works. New York: Grand Central Publishing.
go back to reference Shiba, S., Graham, A., & Walden, D. (1993). A new American TQM: Four practical revolutions in management. Portland: Productivity Press/The Center for Quality Management. Shiba, S., Graham, A., & Walden, D. (1993). A new American TQM: Four practical revolutions in management. Portland: Productivity Press/The Center for Quality Management.
go back to reference Steiber, A. (2014). The Google model: Managing continuous innovation in a rapidly changing world. Switzerland: Springer International Publishing.CrossRef Steiber, A. (2014). The Google model: Managing continuous innovation in a rapidly changing world. Switzerland: Springer International Publishing.CrossRef
go back to reference Steiber, A., & Alänge, S. (2013a). A corporate system for continuous innovation: The case of Google Inc. European Journal of Innovation Management, 16(2), 243–264.CrossRef Steiber, A., & Alänge, S. (2013a). A corporate system for continuous innovation: The case of Google Inc. European Journal of Innovation Management, 16(2), 243–264.CrossRef
go back to reference Steiber, A., & Alänge, S. (2013b). The formation and growth of Google Inc.: A firm-level Triple Helix perspective. Social Science Information, 52(4), 575–604.CrossRef Steiber, A., & Alänge, S. (2013b). The formation and growth of Google Inc.: A firm-level Triple Helix perspective. Social Science Information, 52(4), 575–604.CrossRef
Metadata
Title
Leading for Entrepreneurship
Authors
Annika Steiber
Sverker Alänge
Copyright Year
2016
DOI
https://doi.org/10.1007/978-3-319-24921-6_7

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