MASTER IN CORPORATE ENTREPRENEURSHIP

Unit Title Entrepreneurial Leadership (3 days)

Degree Master in Corporate Entrepreneurship
Key Ideas
1. Three elements of Leadership inspirational, transformational,
adaptive
2. Entrepreneurial Leadership The leader as a magician and
entrepreneur. Uses the triple O (Originator, Operator, Organizer)
and triple I (Innovator, Inspirer and Implementor) model.
3. Learning to perform acts of entrepreneurial leadership
Designed by Eduardo A. Morat Jr., DPA
Ateneo de Manila Graduate School of Business
Brief Summary of the Unit
The course on Entrepreneurial Leadership begins by introducing
students to the Trilogy on Leadership Model, which highlights the
qualities of the leader as Inspirational (Visionary, Missionary, Role
Model/Value Formator and Servant Leader), Transformational
(Scholar/Senser/Seer, Strategist and Philosopher, Magician and
Entrepreneur, Master and Mentor) and Adaptive (with six possible
leadership styles). It proceeds to the main topic on hand which is
Entrepreneurial Leadership. This leader is an Originator (visionary, deal
maker, fund sourcer), Operator (effective, efficient and economical
doer, deal realizer) and Organizer (deal sustainer, organizational
productivity enhancer and people motivator). Students will understand
what is an entrepreneurial leader and how they can be one by
performing acts of entrepreneurial leadership.
Unit Design Status Completed Blueprint Design for Course with
Recommended Topics/Cases/Workshop/Papers

Established Goals
Students will understand the qualities, traits and characteristics of the
leader in general and the entrepreneurial leader in particular. They will
be able to reflect on themselves as to whether or not they potentially
have what it takes to be entrepreneurial leaders. They will, moreover,
be able to assess their own leadership styles.
Furthermore, the students will be able to discern what type of
corporate environment would be conducive to innovative leaders.
Students will be able to perform acts of entrepreneurial leadership
during the entire Master in Corporate Entrepreneurship program. They
will initiate such acts during the module by determining what
innovations they would tackle to assume the role of the entrepreneurial
leader.
What Essential Questions Will Be Considered
What is leadership and its three defining elements? Who is the
entrepreneurial leader and how does it differ from managerial
leadership or leadership in general?
What is your style of leadership? Do you adapt your style to the
situation at hand?
Are you an entrepreneurial leader, or at least have the makings of one?
How will you personally develop the qualities, traits and characteristics
of entrepreneurial leadership?
What kind of environment must be created to foster the development
of corporate entrepreneurs?
How would entrepreneurial leadership promote and realize the
objectives of the entire corporation?
Why are entrepreneurial leaders or corporate entrepreneurs needed
now more than ever?
What is it in the economic, social and industry environment that
demands more corporate entrepreneurs?
What Understandings Are Desired
The course begins with a general discussion on leadership and
provides students with a comprehensive model on leadership which
breaks it down to three parts: inspirational leadership, transformational
leadership and adaptive leadership. The inspirational leader is a

visionary who paints an exciting future. This leader is a missionary who

advocates, agitates and activates followers. This leader is a value
formator and role model who shows and lives the way. This leader is a
servant who puts his or her constituency above all to render service
with full integrity and commitment. The transformational leader is a
scholar, senser and seer. This leader studies situations very well before
he or she attempts any action. This leader senses the pulse of the
people and the prevailing mood in order to calibrate his or her actions.
This leader looks into the future to predict the most likely outcomes of
decisions on hand. The transformational leader is likewise a strategist
who plots his or her moves and professes a profound philosophy of
governance and management that guides. This leader is the magician
and entrepreneur who innovates, who leads change and who makes
these innovations and changes work. This leader is the maestro who
orchestrates organizations and a mentor who nurtures future leaders.
Finally, the adaptive leader is one who is flexible and agile, who
responds to different situations differently, who adapts his or her style
according to the needs of the situation.
Entrepreneurial leaders or corporate entrepreneurs possess the three
elements of inspirational, transformational and adaptive leadership.
The focus, however, is on the transformational leader as magician and
entrepreneur. Having said this, entrepreneurial leaders are Originators
of business innovations which purport to create value for the
enterprise, increase its level of productivity and pave the way for game
changes in the industry. They are, moreover, good Operators who can
make those innovations work by effectively managing new
products/services, new technologies and new systems. Finally, they are
Organizers who know how to maximize the contributions of people and
mobilize teams, groups, partners, allies and networks in order to fully
exploit the economic, financial and social value of the innovations.
Acts of entrepreneurial leaders can be performed in order to attain the
full status of entrepreneurial leaders. These acts include the ability to
come up with novel ideas, the ability to win support for the innovation,
the ability to influence the minds and hearts of people, the ability to
organize teams, the ability to mobilize resources, the ability to inspire
the entire organization, the ability to command respect of peers and
secure the loyalty of subordinates, the ability to understand and deal
with competitors effectively, the ability to negotiate and bargain with
government and business partners, and the ability to manage ones
self, especially in times of adversity. Finally, corporate entrepreneurs
will understand the critical factors that would nurture corporate
entrepreneurs such as high tolerance for mavericks, sponsorship of
those mavericks, the availability of resources for research and
development, the time slack allowed for gestating project ideas, a

flexible organizational set-up, the adoption of ceative thinking and

doing techniques, among many others.
What Key Knowledge, Skills Values and Attitudes Will Students
Acquire
Students will know the qualities, traits and characteristics of leaders in
general and entrepreneurial leaders in particular. They will know their
own leadership styles. They will understand the corporate environment
that makes corporate entrepreneurs thrive and survive. They will
discover this by reading and witnessing case studies of real
entrepreneurial leaders. They will know what value creation is, how
productivity is improved and how game changes are made. They would
be able to differentiate the corporate entrepreneur from a mere
manager.
Students will be able to generate new ideas and opportunities for
innovation. Students will be able to analyze and screen which ideas or
opportunities are the best given certain criteria. Students will be able
to justify and defend their favored innovation. Students will be able to
dissect entrepreneurial situations, contextualize them and determine
the pivotal role of the entrepreneur in those situations. Students will
learn how to predict and forecast future scenarios that would open up
new opportunities for the enterprise. Students will be able to map out
the crucial steps that would exploit those opportunities. Students will
learn how to make better business decisions through the case studies.
Students will be able to design and develop innovation initiatives as a
corporate entrepreneurship project. This project will be carried forth in
other modules of the course, namely the series on Change
Management (Leading, Implementing and Managing) and Strategic
Planning and Management.
Students would want and aspire to be entrepreneurial leaders. They
will feel and experience a sense of urgency in this regard. They will
realize that business cannot be run as usual, it has to be business
unusual. Students will become more proactive corporate entrepreneurs
rather than just be reactive to top management dictates.
What Evidence Will Show That Students Understand
Performance Tasks
1. Students will assess whether or not they have what it takes to
become entrepreneurial leaders. They will also assess their own
leadership styles.

2. Students will analyze, synthesize and submit a paper on a past

innovation undertaken by the corporation and highlight the role
of the corporate entrepreneur. The student must be able to spell
out the Origination, Operation and Organization components and
discuss the process of innovation (generating new ideas),
inspiration (getting support and buy-in) and implementation
(making it work).
3. Students must be able to conceptualize and initiate an
innovation project, showing how it will create value, raise
productivity and somehow change the game. Again, the student
must be able to present how he or she will innovate, inspire and
implement by taking on the roles of Originator, Operator and
Organizer. The project will be incorporated in the overall Business
Plan required for the MCE course, showing not only the concept
but how it was introduced, sold and implemented.
4. Make small group presentations on cases about entrepreneurial
leaders, justifying the course of action to be taken by that leader
which would add value and increase productivity.

Other Evidences
1. Individual case analysis, synthesis, theory abstraction and
recommendations on business decision to be taken by the
students
2. Insightful questions and comments made by students
3. Ability to translate case learnings into possible corporate
applications
Student Self-Assessment and Reflection
1. Self Assessment on leadership style
2. Reflection Paper on Do I have Qualities, Characteristics and
Traits of an
Entrepreneurial Leader?
3. At the end, outline steps to be taken to do acts of entrepreneurial
leadership,
including a game plan to create a more
conducive environment for corporate entrepreneurs.
4. Baseline Attitudinal Survey on how each student feels and thinks
about corporate entrepreneurship, meaning its relevance,
importance and urgency to the student and to the corporation.
The Attitudinal Survey will be administered at the beginning and
at the end of each module.
Criteria on Assessing Reflection Papers, Cases and Group
Report

For the reflection papers, the student must be able to demonstrate self
awareness and mindfulness. On assessing ones leadership style, five
situations are given with six possible answers, each answer indicating
a preferred style. The answers chosen are indicative of the students
preferred styles. There should be adequate anecdotes on the
entrepreneurial leadership reflection to indicate that the self analysis is
valid. The reflection on a past innovation must clearly highlight the
Corporate Entrepreneurship Model of the three Os and the three Is
(Originator, Operator and Organizer as well as the Innovator, the
Inspirer and the Implementor). For the futuristic agenda, it must
contain specific actions that appear doable within the students sphere
of control. It must show balance between aspiration and realism. It
must be bold enough to be called entrepreneurial. It must be time
bound and contain specific measures of performance.
For case analysis, the students should definitely go beyond the
recitation of case facts and figures. They must be able to relate,
connect and interconnect these facts and figures in order to answer
questions of causality (why certain causes lead to certain effects),
inquiries into process (how certain action steps lead to certain desired
results) and introspections on human behavior (what motivates certain
people to do what they do). Beyond analysis, there should be case
synthesis or an insightful understanding about how the entire case
situation has unfolded and how it would most likely unfold given the
dynamics at hand. Students must be able to see systems and
subsystems at work and fathom how all of them come together in the
real life drama of the case. Beyond synthesis, there should be theory
abstraction on what management and leadership generalizations could
be meaningfully extracted from the case. These theories could be
further made elegant by presenting them in a conceptual framework.
Beyond theory abstraction, the students must be able to translate the
extracted management and leadership principles into their own work
setting to make the case more relevant and significant.
For the students attitude and values, a baseline survey will be given at
the beginning and end of each module to tract them.
Plan Learning Experiences
Give an opening lecture on the three elements of leadership:
inspirational, transformational and adaptive. Show a film or two about
such leaders. Make students dissect how the leaders in the shown films
demonstrate the three elements of leadership.
(One video silm could be on Alexander the Great and another on
Ricardo Semler of Semco, Brazil.) An Assessment Questionnaire is

given for students to answer their preferred styles of leadership

(coercive, authoritative, affiliative, democratic, coaching, and
pacesetting). Five situations are given with six possible answers, each
answer indicative of the students preferred style in those five different
situations. A Baseline Attitudinal Survey will also be conducted.
Provide two or three caselets on corporate entrepreneurs and their
conducive environment. (Cases like Art Fry, Chuck House and Ken
Kutaragi would be good.)
Introduce concept of Entrepreneurial Leadership via Case Study on Au
Bon Pain from which the Corporate Entrepreneur Model could be
extracted. The Entrepreneurial Leader is an Originator, meaning the
visionary, the idea generator, the deal maker. From this point, the
Originator must go through the process of Innovation and Inspiration,
meaning that he or she must get people to support the idea and that
he or she must be able to harness the right technologies and systems
to bring the idea to fruition. From these two processes, the Originator
then takes on the roles of Operator and Organizer. The Operator
ensures that things run well, that ideas become action, that deals
become workable realities. The Organizer harnesses the talents and
skills of groups of people, develops a culture of innovation and`
replicates success through people. The two functions come together in
the Implementation process.
Students are requested to come up with a reflection paper to assess
whether they are or they have what it takes to be entrepreneurial
leaders.
An inspirational film on Steve Jobs as entrepreneurial leader par
excellence is shown and students are asked to analyze what makes
him such. The students are asked to formulate their own insights about
entrepreneurial leadership.
Case studies on corporate entrepreneurs are to be analyzed and
synthesized for deeper insights into the change and innovation
process. Cases like Ramesh Gelli from Financial Adventurer to
Corporate Entrepreneur would be ideal. Students are asked to extract
the specific acts of entrepreneurial leadership from the cases. A
thorough listing of these acts are solicited. Another reflection paper on
how the student can do these acts of leadership in the corporation is to
be submitted.
A group case analysis and report on an entrepreneurial decision is
needed to ascertain the entrepreneurial decision making of the

students while in a certain context. The dynamics of the team are

likewise to be reported.
Students are then required to come up with their own change initiative
and show how this could lead to greater value, higher productivity and
potentially translate to game changing. The project should clearly
emphasize the role of the student as Originator, Operator and
Organizer. It should also highlight the processes of innovation,
inspiration and implementation.