Postgraduate Course: Entrepreneurial Leadership (MBA) (CMSE11236)
||College||College of Arts, Humanities and Social Sciences
|Credit level (Normal year taken)||SCQF Level 11 (Postgraduate)
||Availability||Not available to visiting students
|Summary||The objective of this course is to demonstrate and understand that exploiting a new opportunity is a process that can be planned, resourced, and managed.
A fundamental outcome of entrepreneurship is the creation of new value, usually through the creation of new products and services which may lead to the creation of a new business entity. In leading the value creation process, an entrepreneur must exercise motivation as well as enterprising and leadership skills. He or she requires access to resources to grow the new venture; not just investment but also social resources. Success is not just related to the nature of market opportunities but to the entrepreneurial and leadership skills of the entrepreneur. The course demonstrates the relevance of entrepreneurship in large organisations and analyses how it can be integrated into more familiar approaches of corporate management. Many large firms have to react to new market opportunities, and have to develop mechanisms to develop new products and services and respond to new sources of competition. Many of these new lines of value arise from the activities of entrepreneurs within the organisation or through the vision of entrepreneurial leaders. New companies often spin-out of large organisations. How larger firms can encourage innovation and entrepreneurship, and yet retain control, remains a major challenge. The need to be entrepreneurial is also strong in modern, large, non-business organisations. Many are forced to raise more funds as their existing public funds are insufficient. There is also recognition that governments cannot underpin all good causes. This has motivated many caring entrepreneurs to start charities of their own, some of which from small beginnings have grown into major world organisations.
What is entrepreneurial leadership? Innovation and creativity in entrepreneurial organizations.
Entrepreneurial leadership in diverse contexts: family business, social and sustainable entrepreneurship.
Corporate entrepreneurship and strategic venturing.
Entrepreneurial growth strategies.
Leading the entrepreneurial process: opportunity recognition and opportunity assessment; entrepreneurial finance; entrepreneurial culture and leadership.
Student Learning Experience
This course utilizes multiple learning modes, including: lectures, independent reading, primary research, group discussion, case analysis and exposure to practice through applied projects and live mini-case studies from guest practitioners.
Entry Requirements (not applicable to Visiting Students)
||Other requirements|| For Business School PG students only, or by special permission of the School. Please contact the course secretary.
|Additional Costs|| None
Course Delivery Information
|Not being delivered|
On completion of this course, the student will be able to:
- Critically evaluate theories and concepts underpinning entrepreneurship.
- Understand and discuss critically the relationship between entrepreneurship and value creation and the role of the entrepreneurial leader in driving innovation and growth.
- Understand and discuss critically how entrepreneurial leaders adapt elements of the entrepreneurial process to a variety of business and organisational contexts.
- Assess critically where and how entrepreneurial behaviour and actions can be applied in different business contexts.
|This course does not utilize a required textbook. A series of readings from textbooks, academic journals, and other secondary sources are identified to support student learning. Students are encouraged to begin with these sources and expand their investigation more widely.|
J Clifton and S Bharadwaj 2014 Entrepreneurial StrengthsFinder, New York: Gallup Press
|Graduate Attributes and Skills
||Cognitive and Subject Specific Skills:
Apply entrepreneurial theory to real world organizations and opportunities.
Assess critically where and how entrepreneurial behaviour and actions can be applied in different business contexts.
Analyse and consider different business situations where entrepreneurial opportunities are present or possible.
Manage or advise on the key elements for identifying and exploiting an entrepreneurial opportunity.
Account for the relevant business and organisational context in undertaking entrepreneurial behaviour and activity.
Work both independently and in a team-based environment to take on the role of entrepreneurial leaders and critically assess and establish and develop an entrepreneurial opportunity.
Scholarship and desk research skills, and the ability to assimilate, communicate and present critical evaluations.
Further develop skills associated with working effectively in groups.
|Keywords||Entrepreneurship Venturing Leadership
|Course organiser||Prof Richard Harrison
|Course secretary||Mrs Angela Muir
Tel: (0131 6)51 3854