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1. ENTREPRENEURIAL LEADERSHIP
TRAINING RESOURCE
Written by Yvonne Orme
Published 30th October 2016

2. Introduction To Training Resource
This Training Resource has been designed for Supply Chain
and Procurement Managers of Asda who work with Textile Manufacturers ,
primarily in Bangladesh. The Resource aims to highlight Corporate Social
Responsibility Issues and focus on how our
Leadership decisions impact upon the industry.
The format of the resource is an eBook which
will highlight the key principles of Entrepreneurial
Leadership with the focus on Social, Environmental ,
Economic , Responsibility and Sustainability (SEERS).
The design of the Training Resource incorporates
a range of self audit materials and case studies.
The resource can also be used as a tool to
reflect on the primary issues relating to the
understanding of Entrepreneurial Leadership and
the SEERS principle of creating value through social and economic opportunity.
The resource will also highlight the importance of self development through group discussions,
activities and shared leadership experiences. As part of the of the evaluation process, students
will be able to participate in identifying each others strengths and weaknesses with the use of a
SWOT analysis.

3. Objectives
Outlined are the Aims and Learning
outcomes of The Training Resource
Aims
 To gain an understanding of Entrepreneurial
Leadership and the key principles that
underpin this leadership style.
Learning Outcomes
 To identify key global issues relating to
SEERS.
 To demonstrate and express an
understanding of the skills and
characteristics associated with
entrepreneurial leadership.

4. ENTREPRENEURIAL
LEADERSHIP
Entrepreneurial Leadership is defined as a fusion of two
constructs Stevenson & Gumpert,1985 (cited in
Entrepreneurial Leadership; What is it And How Should It Be
Taught, 2011) Firstly the concept generally is that
“entrepreneurship is the pursuit of opportunity beyond the
resources one currently controls” (Stevenson &
Gumpert,1985). Secondly also cited in the same article
“General Leadership consists of strategic vision coupled with
the ability to influence and motivate others through systems,
processes and culture of an organisation (Kofter,1990) cited in
the same article.

5. Entrepreneurial Leadership
What Is It?
Traditionally Leadership studies and entrepreneurial Research have been perceived as two fields
of studies with numerous definitions for each, however there is a conceptual overlap. The study
of leadership and entrepreneurship is rarely studied in unison. If firstly we take an overview of
leadership and an often cited definition such as “Leadership is the process of directing the
behaviour of others toward the accomplishment of some objective” Certo and Certo (2014).
Mullins (2013) suggest “leadership is essentially a relationship through which one person
influences the behaviour or actions of other people” academics acknowledge common
characteristics of leadership such as, leadership involves non coercive influence, influence is goal
directed and that leadership requires followers, Greenberg (2013).
Stevenson & Gumpert (1985) cited in Entrepreneurial Leadership: What Is It and How Should It
Be Taught (2011) that general leadership consists of strategic vision coupled with the ability to
motivate others through the systems, processes and culture of an organisation, Kotter(1990).

6. continued
Continued
Also that "Entrepreneurship is the pursuit of opportunity beyond the resources one currently
controls (Stevenson & Gumpert,1985).
In the article Entrepreneurial Leadership: What Is It and How Should It Be Taught (2011)
Entrepreneurial Leadership is considered to be a fusion of the two constructs. Entrepreneurial
Leadership is a style of leadership therefore that incorporates an opportunistic mind set whilst
demonstrating a strategic vision and an ability to influence and motivate others.
This style of leadership requires a different logic to decision making within business, whilst also
recognising social and economic opportunity to enable value creation for the organisation.

7. Entrepreneurial
Leadership
The Key Principles
•Cognitive Ambidexterity.
•A Worldview; Developing
Social . Environmental,
Economic Responsibility and
Sustainability.
•Self and Social Awareness to
create action.

8. 3 Principles
 Cognitive
Ambidextrous
 SEERS
 Self
Awareness

9. What Is Cognitive
Ambidexterity?
This is the first principle of Entrepreneurial Leadership and refers to
a different way of thinking and taking action to achieve
organisational objectives.
Engaging in prediction logic as stated by Fixon & Ray (2011) as a
method of thinking and planning future goals, using analysis and
reflection of past outcomes, whereby creation logic is centred
around uncertainty in unknowable situations.
Learning to be cognitively ambidextrous as an Entrepreneurial
Leader and engaging both prediction logic and creation logic when
making decisions enables an organisation to have a competitive
advantage, adapt and be flexible to changing operating business
environments.
At different stages of organisation development the need to amend
strategies to fit with the organisational objectives is necessary for
continued growth.
Entrepreneurial Leaders can distinguish between when to rely on
data and when to be creative and innovative.
Greiners growth model outlines different stages of organisational
growth.

10. Cognitive Ambidexterity
Principles of a Prediction Approach
Goals are predetermined and achievable given
known information.
Enough information is known for rigorous analysis and
testing.
Tools and frameworks are available to guide decision
making.
Optimal solutions are identifiable within a given set of
constraints.
Through analysis, risk can be minimized
or mitigated to achieve optimal returns.
Outside organization are seen as
competitors and barriers to growth.
Adapted from Dew et al.2008; Greenberg et al. 2009; and Sarasvathy 2008.

11.  If perceived resource needs are beyond your
control, start to create something with what you
have.
 When the future is unpredictable, create the
future by shaping opportunities.
 When operating with limited information, take
action in the world to acquire information but
expect and leverage surprises or failures.
 Optimal decision making is never possible in
highly uncertain environments. By starting
something with current available means, you are
“satisficing” to take swift action.
 Determine what you are willing to lose (money,
time, and social capital) to engage in the activity.
Once you know what you re willing to lose, risk is
no longer a inhibitor to entrepreneurial action.
 Outside organisations, customers, and self
selected stakeholders are co-creators and not
competitors.
Adapted from Dew etal.2008; Greenberg et al,2009; and Sarasvathy
2008.
Principles of a Creation Approach to Thought and Action

12. Principle 2 Principle 2 SEERS
•Social
•Environmental
•Economic
•Responsibility
•Sustainability

13. Worldview
Principle 2 SEERS
The SEERS principle of entrepreneurial leadership
focuses on social, environmental, economic, responsibility
and sustainability. In todays volatile business climate
organisation consider how profitability and value can be
created by addressing these issues and capitalising on the
opportunity they present.
Organisations continue to be under pressure to
increase value for external stakeholders, government

15. Nike & Rana Plaza Case Studies
Here are two case studies in groups discuss the following:
 How Entrepreneurial Leadership skills changed the way Nike operated its
supply chain.
 How economic and social opportunity are realised through by implementing
SEERS into their supply chain strategies.
 Using the SWOT analysis Template with one for each case studies assess
Entrepreneurial Leadership from a SEERS perspective and comment on the
strengths, weaknesses, opportunities and Threats for this organisational
strategy.
 Using 250 to 500 words summarise how this strategy added business value to
each organisation Nike and Asda.
http://nbs.net/knowledge/just-do-it-how-nike-turned-disclosure-into-an-
opportunity/
https://www.gov.uk/government/case-studies/the-rana-plaza-disaster

17. Group Activity
Using the Link below follow the instructins to complete
the online activity.
http://www.entre-ed.org/_teach/activits.htm

18. • Identify key principles of
Entrepreneurial Leadership
1
• Explore situations where SEERS
would Improve the decision
process.
2
• Work in groups to discuss
previous Entrepreneurial
Leadership experiences
3
Learning Overview

19. The Organisation
Asda is the second largest supermarket in the UK, owned by Walmart
since 1999. Asda has 525 stores across the UK and employs over
175,000 people. www.asdasupplier.com/about-us/about-asda
In 1989 Asda launched George clothing line and it is now sold in 560
stores and through George .com which is one of the fastest growing
online fashion businesses serving over 800,000 customers a week
http://corporate.asda.com/our-story/company-facts
The George range of clothing exclusive to Asda has contributed to
changing the face of fashion. George is one of the largest fashion
retailers in Britain.

20. In Bangladesh the textile industry accounts for 80% of
exports and 20% of the countries GDP, which due to the
rapidly expanding sector is set to rise by 6.7% annually.
http://www.worldfinance.com/markets/bangladesh-textile-
Industry-set-global-export-record
Manufacturers in Bangladesh primarily produce garments
for companies such as Primark, Asda,Matalan, Benetton,
Monsoon, Mango, Gap, Zara and many more high street
Brands.

21. Time Spent
ProjectsWorkedOn
Get Familiar
Achieve
Mastery
Working Toward Mastery
Get
Experienced

23. Discussion
• What we can learn from Jeremy
• Best practices
• Take-aways

24. Summary
• Define your challenges
• Technological as well as personal
• Set realistic expectation
• Mastery is not achieved overnight
• Keep your eye on the goal
• Mentorship programs

25. Resources
• <Intranet site text here>
<hyperlink here>
• <Additional reading material text here>
<hyperlink here>
• This slide deck and related resources:
<hyperlink here>

26. QUESTIONS?

27. APPENDIX