entrepreneurial leadership thoery supported in business accelerator programs
TRANSCRIPT
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Entrepreneurial Leadership Theory Supported in Business Accelerator ProgramsGREGORY PRICEINTERNATIONAL CONFERENCE ON LEADERSHIP AND EDUCATIONMARCH 29, 2014
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How Many of You….• Have started your own business?• What was the most difficult aspect of taking it to the
next level?• What would you do different next time?
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A Proposal for Research
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Your Participation in this Process• You are invited to be candid in your assessment
• Criteria can include:• Identify new approaches• Identify areas that are not well defined or understood
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Presentation FormatPART I
• Introduction• Problem Statement• Purpose of
Research• Research Questions
PART II
• Theoretical Framework• Methodology• Data Sources• Data Collection• Data Analysis
PART II I
• Significance
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Introduction• Entrepreneurs are known risk takers• Passion, energy, and perseverance• Financial, psychological, and social risk• Follow a different set of rules• Rely on their own understanding of the world around them
Bann, C. L. (2007).(Cook & Yamamoto, 2011).
Part I
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Small Business by the NumbersCompanies with Less than 500 Employees
2002 2008 DirectionU.S. 48% 46% - 2%
(United States Census Bureau, 2011).
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Business Survival Rates by Time• 40% => 3 year kill rate• 67% => 10 year kill rate
Imagine if support for entrepreneurs were given at a higher degree. What would be the result?
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The Size of Small Business in Washington St.
Employment in Categorized Sized Firms
Firms operating in Washington
State%
Employees against total Washington
State employment
(%)1 – 4
employees61% 6%
< 20 employees
88% 21%
< 100 employees
96% 38%
(United States Census Bureau, 2011).
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Business Incubator & Business AcceleratorINCUBATOR
• Over 50 years serving clients• Inexpensive shared services• 1,400 operating in US in 2006
ACCELERATOR
• First one in 2007, growing fast• Investor-oriented• Fast-paced, 3-4 month
curriculum
(Carr, 2012)
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Possible Solution?• Entrepreneurship is Experiential Learning• Accelerator Program is learning• Why take hard knocks • Learn from the best!
Agility Leadership
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The problem being researched is.....• Frequent failure of small businesses • which may be caused from a lack of entrepreneurial leadership
agility. • Startup phase of a business • supports the entrepreneurs core competency • limited opportunity to develop leadership skills
• Organizational development phase • leadership skills play a much more important role• business accelerator programs target this phase of the
entrepreneurial enterprise
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Suppose for a Moment...• Imagine what a 10% solution could do.... • could have a tremendous positive impact on the tax base,
reduced unemployment rate, and improved standard of living.
Nonfarm Corporate and Non-corporate Shares of Receipts and Employment 2007
Revenue Employment Small
Business
Large Busine
ss
Small Busine
ss
Large Busine
ss
Total 30% 70% 49%
51%
Source: Statistics of U.S. Businesses, 2007 and Nonemployer Statistics. U.S. Census Bureau
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Purpose
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Research QuestionsGENERAL QUESTION
• What method or methods of training in a business accelerator program do entrepreneurs indicate most useful to their leadership development?
SPECIFIC QUESTIONS
• How do entrepreneurs describe the aspects of a business accelerator program that resulted in their leadership development?• What specific leadership skills did
entrepreneurs take away from their experience in the business accelerator program? • What types of training were most
useful in an entrepreneurs’ leadership development?
Descriptive Study
Explanatory Study
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Theoretical Framework• Qualitative, Case Study
• Experiential Theory• Learning through knowledge, skills, and values• Learning by doing real-world activities
Part II
(He, 2013).
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Theoretical Framework• Entrepreneurial Leadership Theory
• Leadership Theory• Combining strategic vision with influence• Motivating others through a cultural process in the organization
• Entrepreneur Theory• Create opportunity beyond the resources the individual controls
Roomi, M. A., & Harrison, P. (2011).
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ENTREPRENEUR
• Performs complex solo duties • Organizational structure not
defined• Personality traits may be
complex• Skills needed are varied
LEADER
• Performs duties in an organization• Org structure is firmly
established
Theoretical FrameworkEntrepreneurial Leadership Theory
(Vecchio, (2003); Mattare, 2008).
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Data Sources
• Accelerator Programs• Entrepreneurs• Artifacts• Journals• Audio
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Data Collection (3+ month process) Study
Participant AStudy
Participant BStudy
Participant CStudy
Participant D Inter
viewObserva
tionIntervi
ewObserva
tionIntervi
ewObserva
tionIntervi
ewObserva
tion Pre-entry Interview
Wee
kMonth One
1 2 3 4
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Data AnalysisWe
ekly
Journ
als
Observations
Interviews
CodingThemesPatternsTriangulationContemporary
Real-life simulation
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SignificanceENTREPRENEURS
• Developing a stronger understanding of Entrepreneurs
BUSINESS ACCELERATOR PROGRAMS• Better
understanding of methodology and results
UNIVERSITY RESEARCHERS• Improved
teaching methods• Build upon the
body of literature
Part III
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QuestionsFollow up:Twitter@GregPriceMBA
LinkedInhttp://www.linkedin.com/in/gregpricemba
Questions:[email protected]
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References• (US Census Bureau, 2007). Statistics about business size (including small business)
from the u.s. census bureau. Retrieved from: http://www.census.gov/econ/smallbus.html
• Jones, K. (2011). A biographical approach to researching leadership and entrepreneurship development processes in a small business context. Proceedings of the European conference on management, leadership & governance, 199-205., Thomson, London.
• Andruss, P. (2013). Rev up your start up. Entrepreneur, 41, 77-83.• Antonakis, J., & Autio, E. (2007). Entrepreneurship and leadership. The psychology of
entrepreneurship (pp. 189–208). Mahwah, NJ: Lawrence Erlbaum Associates, Inc.• Bagheri, A. P., Zaidatol Akmaliah Lope. (2011). Entrepreneurial leadership: towards a
model for learning and development. Human resource development international, 14(4), 447 - 463. doi: 10.1080/13678868.2011.601594
• Bann, C. L. (2007). Entrepreneurial lives: A phenomenological study of the lived experience of the entrepreneur, including the influence of values, beliefs, attitudes, and leadership in the entrepreneurial journey. Capella University. Retrieved from ProQuest Dissertations and Theses, 373-373.
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References• Byrd, W. C. (2010). The personal leadership practices of successful
entrepreneurs. Pepperdine University. Retrieved from: http://search.proquest.com/docview/649391178?accountid=1230 (Order No. 3412018)
• Carr, A. (2012). Are accelerators losing speed?, Fast Company, 168, 51-56.• City University of Seattle (2013). Protection of Human Subjects in Research.
Retrieved from: https://courses.cityu.edu • Cogliser, C.C., and K.H. Brigham. (2004). The intersection of leadership and
entrepreneurship: Mutual lessons to be learned. The Leadership Quarterly, 15, 771–99.
• Cook, P., & Yamamoto, R. (2011). Inside the mind of the expert entrepreneur: The explorer's view of strategy. Journal of management & strategy, 2(3), 77-85. doi:10.5430/jms.v2n3p77
• Creswell, J. W. (2014). Research design: Qualitative, quantitative, and mixed methods approaches. (4th ed.). Thousand Oaks, CA: Sage Publications.
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References• Engel, P. (2013). Small business owners don't fear the devastatingly high failure rate.
Retrieved from Business Insider website: http://www.businessinsider.com/small-business-owners-are-optimistic-2013-6
• Gupta, V., I.C. MacMillan, and G. Surie. (2004). Entrepreneurial leadership: Developing and measuring a cross-cultural construct. Journal of business venturing, 19, 241–60.
• He, F. (2013). Learning from failure: The making of entrepreneurial leaders. The George Washington University, Ann Arbor, MI. Retrieved from: http://proxy.cityu.edu/login?url=http://search.proquest.com.proxy.cityu.edu/docview/1314799274?accountid=1230 (3553304)
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• Kobe, K. (2012). Small business gdp: Update 2002-2010. Retrieved from: http://www.sba.gov/sites/default/files/rs390tot_0.pdf
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• Kuratko, D. F. (2007). Entrepreneurial leadership in the 21st century: Guest editor’s perspective. Journal of Leadership & Organizational Studies, 13(4), 1–11.
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