Topic outline

  • Course Introduction

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    Do you know why leadership is so important to an entrepreneur? In this course, we will learn about your role as an entrepreneurial leader and address the behaviors and traits it takes to lead your business to success. What does it take to successfully lead an entrepreneurial venture, whether you have a staff of two or 200 people? In this course, we will answer this question.

    Some of those skills involve the POLC model, that is, the planning, organizing, leading, and controlling aspects of the day-to-day management of your business. Part of your success as a leader in your business means understanding how best to motivate a team and ensure diversity and inclusion in your organization. As a leader, we also want to use the right style, such as servant leadership and authentic leadership, to help us motivate our team and make our business as successful as possible.

    In addition, we will address some of the challenges you might face as a leader in your venture. For example, we will learn about strategies to best manage a team and help lead them in making decisions. We will also discuss how to address any performance issues within our teams and how to set goals to ensure we apply the POLC model in the best way possible. At the end of the course, you will understand how to go about leading your organization into growth and success.

  • Unit 1: Your Role as an Entrepreneurial Leader

    As an entrepreneurial leader, you will likely take on many roles. One such role is that of a manager who oversees the business's day-to-day operations. This role ensures effective planning, organizing, leading, and controlling so your business meets its goals.

    Several theories cover the traits and behaviors that will make an entrepreneurial leader successful. For example, do you know that positive leadership traits include knowing yourself and being empathetic? Did you know that the behaviors of leaders include being able to set clear goals and be motivational? In this unit, we will address the idea of trait theories and behavior theories, along with a discussion on the POLC model of management. In addition, we will address the fact that there are many types of entrepreneurial leaders, including intrapreneurs who show creativity and drive within an organization, along with traditional entrepreneurs who start their own businesses.

    Completing this unit should take you approximately 6 hours.

    • Unit 1 Introduction Video Page
      Students must
      View

    • Upon successful completion of this unit, you will be able to:

      • analyze the difference between management and leadership as an entrepreneur;
      • categorize the characteristics and behaviors of a leader;
      • compare and contrast the difference between elements of the POLC model; and
      • examine characteristics of different types of entrepreneurs, such as confidence and self-efficacy.

      • 1.1: What Is an Entrepreneurial Manager and Leader?

        • What Is an Entrepreneurial Manager? Book
          Students must
          Mark as done

          So what exactly is your role as a manager in your business venture? Managers control finances and focus on coordinating and supervision, to name a few. As an entrepreneur, you will likely take on the manager's duties to keep your day-to-day operations running. Review this resource to learn about the duties and responsibilities required to be effective as an entrepreneurial manager.

        • What Is an Entrepreneurial Leader? Page
          Students must
          Mark as done

          Despite the terms often being used interchangeably, the role of a manager and leader differs. In your business venture, you will play the role of both the manager, overseeing day-to-day operations, and the role of a leader, where you will focus on motivating people using a variety of styles. Let's look at this resource to learn more about the role of a leader.

        • Real World Look: Compare Leading and Managing Page
          Students must
          Mark as done

          As you read through this case and consider the questions at the end, also consider the characteristics the entrepreneur had to create a successful business. What tasks did she do that were managerial versus leading?

      • 1.2: Leader Behaviors and Types of Entrepreneurial Leaders

        • Leader Behaviors Page
          Students must
          Mark as done

          What behaviors do you see in entrepreneurial leaders? Review this resource and consider the various business situations where you might apply the leadership grid.

        • Testing Your Leader Behaviors Page
          Students must
          Mark as done

          Review this resource which addresses leadership behaviors. Which behaviors do you have, and which would you like to work on? How might you develop the behaviors you'd like to develop and focus on?

        • Leadership and Creativity Book
          Students must
          Mark as done

          Do you know the advantages of being a creative leader, one of the traits we discussed earlier? This journal article addresses the benefits of creative efficacy for the entrepreneurial leader.

        • Types of Entrepreneurs Page
          Students must
          Mark as done

          An entrepreneurial leader doesn't necessarily have to own a business. They can also be an intrapreneur. Read this resource to find the similarities and differences between the types of entrepreneurs.

      • 1.3: The POLC Model for Entrepreneurial Leaders and Managers

        • Introduction to the POLC Model Book
          Students must
          Mark as done

          The POLC model for managers is the model that tells you what managers do, which is planning, organizing, leading, and controlling. Read this resource to find out more about each of these elements.

        • Organizing Page
          Students must
          Mark as done

          Watch this video to learn more about the organizing aspect of the POLC model. Professor Kavita gives great examples of organizing in this video.

        • Planning Page
          Students must
          Mark as done

          This video discusses the role of planning in the POLC model. As you watch, consider the process of task planning. How might you apply this process to strengthen your business venture?

        • Staffing Page
          Students must
          Mark as done

          This video addresses the POLC model and even adds an element we haven't discussed yet: staffing. This is an important aspect of management because, as an entrepreneur, you'll count on your staff to take care of your customers.

      • 1.4: Your Entrepreneurial Leadership Traits and Behaviors

        • The Difference between Leadership Traits and Behaviors Page
          Students must
          Mark as done

          Do you know the difference between trait and leadership behaviors? This resource will address the important methods you may want to apply when leading your business.

        • Testing Your Leadership Traits Page
          Students must
          Mark as done

          Review this resource and consider the leadership traits you possess. Which ones do you have, and which ones do you think you need for your business venture? How might you work on any lacking skills to be a successful entrepreneur?

        • You Try It: Analyze Your Leadership Skills Page
          Students must
          Mark as done

          To be a great leader in your entrepreneurial venture, you need to understand where you excel and where you may want to work on skills. Review this resource and consider writing a SWOT analysis on your strengths, weaknesses, opportunities, and threats.

      • Unit 1 Study Resources

        This review video is an excellent way to review what you've learned so far and is presented by one of the professors who created the course.

      • Unit 1 Assessment

        • Unit 1 Assessment Quiz
          Students must
          Receive a grade

          Take this assessment to see how well you understood this unit.

          • This assessment does not count towards your grade. It is just for practice!
          • You will see the correct answers when you submit your answers. Use this to help you study for the final exam!
          • You can take this assessment as many times as you want, whenever you want.

    • Unit 2: Motivating Your Team

      As you learned in the last unit, one way to be a leader in your newly created entrepreneurial venture or your intrapreneurship venture is to ensure people are motivated. For the most part, entrepreneurs cannot bring their vision to fruition alone; they rely on people to help them. Because of it, we need to understand what motivates people and implement actions that help us motivate and retain the best people to see our vision through. In this unit, we will address some basic motivation theories and how communication styles and methods can affect employee motivation. We will also address ethics and why people want to work for ethical leaders that put social responsibility at the forefront. We will also discuss diversity and inclusion as a motivator because diverse organizations have higher profits, and inclusion means everyone feels valued. Finally, we will address strategies to invest in human capital and develop your talent. You already know that the organizational culture you create will be necessary to execute your vision, so we will also address how to create a culture that helps you meet your goals as an entrepreneur.

      Completing this unit should take you approximately 13 hours.

      • Unit 2 Introduction Video Page
        Students must
        View

      • Upon successful completion of this unit, you will be able to:

        • apply motivation theories to motivate employees and the organization as a whole;
        • compare and contrast the variety of ways entrepreneurial leaders communicate effectively;
        • identify methods to manage and motivate human capital, such as through intrinsic and extrinsic means; and
        • propose elements of organizational culture to apply to a business.

        • 2.1: Motivating Employees

          • Motivation Theories Book
            Students must
            Mark as done

            Your job as an entrepreneurial leader is to motivate your team. This resource will address some basic motivation theories to provide a basis for the rest of this unit.

          • Methods to Motivate Employees Book
            Students must
            Mark as done

            As you read these motivational theories, can you identify what works best for you? What about for other employees?

          • How to Apply Motivation as a Leader Book
            Students must
            Mark as done

            As you read through similar motivation theories, can you identify methods you want to implement for motivating your employees?

        • 2.2: Communication in Entrepreneurship

          • Communication Types and Channels Page
            Students must
            Mark as done

            One method we can use to motivate people as entrepreneurial leaders is to ensure we provide excellent communication. This resource looks at the different communication types and channels you might use when communicating with employees.

          • Types of Communication Book
            Students must
            Mark as done

            This resource digs deeper into communication. As you read through the factors affecting communication, consider what elements in your business could impact communication, and think of possible ways to avoid any negative communication impact as a means for motivation.

        • 2.3: Human Capital in Entrepreneurial Leadership

          • Stereotypes, Discrimination, and the Entrepreneur Book
            Students must
            Mark as done

            Perhaps one of the least motivating aspects of working for an entrepreneur would be working for one that doesn't value diversity and inclusion. Read this resource on stereotypes, and consider how stereotypes influence employee motivation.

          • Ethical Entrepreneurial Leadership Book
            Students must
            Mark as done

            Most people want to work for an ethical leader, and in fact, many find working for an ethical leader who cares about others motivating. Read this chapter on ethics and social responsibility and consider how ethics affects employee motivation.

          • Diversity, Inclusion, and the Law Page
            Students must
            Mark as done

            Ensuring you are following the law regarding diversity is important to avoid penalties, but as you already know, companies that focus on diversity and inclusion tend to have higher profits. Review this resource on the various laws, thinking about how they might apply to your business.

          • Guiding a Diverse Workforce Book
            Students must
            Mark as done

            Do you know what diversity challenges are in your workplace? Identifying and addressing the challenges will assist you in using diversity and inclusion as a motivator.

          • Humanize Diversity and Inclusion Page
            Students must
            Mark as done

            Damien Hopper-Campbell, the former Chief Diversity Officer of eBay, explains the actions that a leader can take to foster diversity and create a more motivated workforce as a result.

          • Real World Look: Why Diversity for Motivation? Page
            Students must
            Mark as done

            Review this case, which addresses diversity in the workplace. Going beyond diversity, though, how might you also ensure inclusion in the workplace?

          • Investing in Human Capital Book
            Students must
            Mark as done

            Taking care of your people means they are probably motivated to help you execute your dream business. This article discusses the advantages of investing in people. As you read, consider what elements you want to focus on in your business.

          • Employee Development Book
            Students must
            Mark as done

            One way to motivate people in your business is to develop them. This reading addresses human resource management as a whole, including how to manage employee performance and develop talent.

        • 2.4: Creating a Culture for Goal Setting

          • Culture and Goal Setting Book
            Students must
            Mark as done

            A successful entrepreneur knows how to create a culture that is motivating to others. Sometimes this can be done through job design or organizational design. This resource will address how to consider culture in your business and create a motivating culture.

          • You Try It: Setting SMART Goals Page
            Students must
            Mark as done

            Remember when you analyzed your strengths, weaknesses, opportunities, and threats in unit one? Now, it is time to turn those into goals and devise a plan to develop yourself as an entrepreneurial leader. Review this resource and consider completing it.

        • Unit 2 Study Resources

          This review video is an excellent way to review what you've learned so far and is presented by one of the professors who created the course.

        • Unit 2 Assessment

          • Unit 2 Assessment Quiz
            Students must
            Receive a grade

            Take this assessment to see how well you understood this unit.

            • This assessment does not count towards your grade. It is just for practice!
            • You will see the correct answers when you submit your answers. Use this to help you study for the final exam!
            • You can take this assessment as many times as you want, whenever you want.

      • Unit 3: Leadership Styles

        Now that you've considered the qualities and characteristics of a leader in an entrepreneurial venture and you've learned how to motivate your people, we will take a look at leadership styles in this unit.

        But what exactly are leadership styles? A leadership style is how you engage with your people to ensure the most creativity and productivity possible. Of course, without your people, it will be hard to make your business grow.

        We will look at several motivating styles in this unit, including leveraging a situational leadership approach and focusing on being a servant to your people. We will also look at the idea of authentic leadership and address ways you can implement these styles as you lead and manage your business.

        Completing this unit should take you approximately 5 hours.

        • Unit 3 Introduction Video Page
          Students must
          View

        • Upon successful completion of this unit, you will be able to:

          • explain the variety of leadership styles, such as situational leadership, and their similarities and differences; and
          • examine the leadership styles and entrepreneurial leadership effectiveness based on the traits and behaviors of successful leaders.

        • 3.1: Leadership Approaches and Styles

          • Situational Approaches to Leadership Book
            Students must
            Mark as done

            Situational approaches to leadership focus on leading based on several employee factors, such as the development level of the employees. As you read through, consider whether or not you are a leader more focused on tasks or leader-member relations.

          • Servant Leadership Page
            Students must
            Mark as done

            Servant leadership is a leadership approach that shifts from managing results to designing a system that creates results. Watch this video to learn more about being a servant leader in your business.

          • Classic Leadership Styles Page
            Students must
            Mark as done

            You may already know about these leadership styles. As you watch this video, consider what situations you may need to apply an autocratic style versus what situations a laissez-faire style might be beneficial.

          • Leadership Approaches Page
            Students must
            Mark as done

            As you review, consider what you do that makes you an effective leader in your organization. When you look at the "poor" examples of leadership, think of strategies you can avoid to become the best leader possible.

        • 3.2: Authentic Leadership and Followership

          • Authentic Leaders Book
            Students must
            Mark as done

            An authentic leader can motivate employees, and an authentic leader is especially important in an entrepreneurial venture because it helps capture employees' creativity. Review this article to learn more about how you can apply authentic leadership to make your business as creative as possible.

          • Being a Follower Book
            Students must
            Mark as done

            This content will dig deeper into "poor" leadership and how to avoid it in your business. You'll also learn about the importance of followers, how to ensure they are engaged, and how to ensure you, as the leader, give them what they need to succeed.

          • Learning from Others Page
            Students must
            Mark as done

            Sometimes as a leader in your organization, you might need to be a follower because someone knows more than you about a particular topic. This video addresses how to be a good follower and learn from others, an important leadership skill.

          • Real World Look: Identifying a Leader Style Page
            Students must
            Mark as done

            Review this case study, and consider the questions at the end. What traits and characteristics do you have that match the positive ones noted in the case? What would you like to continue to develop?

          • You Try It: What Leadership Style Is This?

            Do an internet search for "leadership style quizzes". Find two or three of them to take, and review your results. Based on these results, are you ready to lead your entrepreneurial venture? If not, consider revising your SWOT analysis for your leadership that you completed in unit one.

        • Unit 3 Study Resources

          This review video is an excellent way to review what you've learned so far and is presented by one of the professors who created the course.

        • Unit 3 Assessment

          • Unit 3 Assessment Quiz
            Students must
            Receive a grade

            Take this assessment to see how well you understood this unit.

            • This assessment does not count towards your grade. It is just for practice!
            • You will see the correct answers when you submit your answers. Use this to help you study for the final exam!
            • You can take this assessment as many times as you want, whenever you want.

      • Unit 4: Entrepreneurial Task and Leadership Challenges

        As a leader in your organization and as an entrepreneur, you will likely experience challenging times in this role. This unit focuses on taking the knowledge you've learned thus far about traits and characteristics of leaders, motivation, and leadership styles and applying them to challenging situations you might face.

        For example, do you know how to make good decisions or make a change happen in your organization? We will address this process as it applies to an entrepreneurial leader. We will also discuss building an effective team, since you depend on your people to execute your creative vision. Sometimes, our teams may not meet our expectations, so we will also provide tools for managing employee performance. We will also look at how to set goals that will guide the direction of your company.

        Completing this unit should take you approximately 16 hours.


        • Unit 4 Introduction Video Page
          Students must
          View

        • Upon successful completion of this unit, you will be able to:

          • compare and contrast models for effective decision-making and critical thinking skills;
          • determine the most effective change management model as an entrepreneur;
          • distinguish the principles required for effective team dynamics to assist in meeting entrepreneurial goals;
          • evaluate principles as they relate to talent management, such as performance management approaches;
          • analyze power and politics, and conflict management as it relates to entrepreneurship; and
          • apply goal-setting principles to motivate an organization.

        • 4.1: Decision-Making as a Leader

          • Types of Decisions Book
            Students must
            Mark as done

            Do you know the decisions you will need to make to make your business prosper? This resource addresses the types of decisions and how we can make better decisions as leaders of our organizations.

          • Real World Look: Making Good Decisions Page
            Students must
            Mark as done

            As you already know, making good decisions as a leader is important to the success of your business. Review this case and consider the questions at the end. What do you think this entrepreneur should do moving forward? How can she motivate her team to implement the decision she makes?

        • 4.2: Change Management in Leadership

          • Types of Organizational Changes Page
            Students must
            Mark as done

            Part of being a leader in your entrepreneurial venture is determining when and how to change and getting buy-in from your employees. These readings will address the change process and ways to get a change to "stick".

          • Change Based on the Organizational Life Cycle Page
            Students must
            Mark as done

            Depending on the organizational life cycle, you may have a variety of needed changes come about. As you read through the resource, consider what changes you'll need to consider in the near and long term.

          • Change Management Page
            Students must
            Mark as done

            When you read this resource about change management and change management models, consider how you might guide organizational changes.

        • 4.3: Building a Great Team

          • What Is an Effective Team? Book
            Students must
            Mark as done

            Since you will depend on your employees to grow your vision, knowing how to develop your teams is key to effective entrepreneurial leadership. As you read through this resource, consider the factors that motivate and demotivate a team.

          • Building a Team Book
            Students must
            Mark as done

            As you think about building the "dream team" for your business, you'll want to consider diversity on your team, potential challenges, and key considerations in team management. When you read through the resource, look for the team development process and consider factors that could impact this.

          • Real World Look: Diversity and Teams Page
            Students must
            Mark as done

            Review this case and the questions at the end. What would you say about diversity if you were to apply the lessons learned in this case to your business? How does it impact how you will hire people?

          • Team Development Process Page
            Students must
            Mark as done

            By understanding how your team goes through the process, you can better predict challenges influencing productivity and develop plans to manage them.

          • Group and Individual Behaviors Page
            Students must
            Mark as done

            Do you know how group and individual behaviors can affect a team? This resource will address these factors, including the cohesiveness needed to ensure you implement strategies for positive team development as an entrepreneurial leader.

          • Dysfunction and Power Book
            Students must
            Mark as done

            Dysfunction in teams can impact how effective they are. Read this article to learn about the dysfunctions of power that can happen in teams and how to handle them as a team leader.

          • Types of Team Dysfunctions Page
            Students must
            Mark as done

            The five dysfunctions of a team can serve as a good starting point to determining, as a leader, what you need to do to help a team function as a productive, holistic unit. Read this article that addresses team dysfunctions, and as you read, consider strategies you might implement to avoid each dysfunction.

          • Avoiding Dysfunctional Leadership Page
            Students must
            Mark as done

            Do you know leaders can have traits and behaviors that impact their organization's performance? This article will address some ways to avoid this in your entrepreneurial venture.

        • 4.4: Managing Employees

          • Real World Look: Performance Management Approaches Page
            Students must
            Mark as done

            As you read through this case, consider the methods you might implement to help manage performance in your organization. Also, consider whether or not a holacracy would work in your organization as it grows.

          • Feedback and Performance Book
            Students must
            Mark as done

            Managing our employees' performance can be challenging, especially if they do not meet our expectations. This reading will provide some insight into ways you can help influence your employees' performance and motivation.

          • Managing Performance and Non-performance Book
            Students must
            Mark as done

            As an entrepreneur, it is likely that at one time or another, an employee's performance isn't up to par. As you read, consider how you might handle non-performance through employee assessment and evaluation systems.

        • 4.5: Uses of Politics, Power, and Setting Goals

          • Types of Power Book
            Students must
            Mark as done

            Often, as entrepreneurs, we will need to apply different types of power to ensure things get done. This reading addresses the types of power you might consider applying and how politics play out in various organizations. As you read, consider how you might avoid employees engaging too much in politics.

          • Conflict Management Book
            Students must
            Mark as done

            As a leader in our organization and as an entrepreneur, it is likely that we will need leadership skills to manage conflicts and negotiations. As you review this resource, identify the difference between negotiation and conflict management, as well as note the stages of negotiation.

          • Goal Setting Strategies Page
            Students must
            Mark as done

            Now that you've gathered information throughout the course on how to be a leader in your entrepreneurial venture, let's turn our attention to your goals and next steps. As you read through this resource, we suggest you create an action plan for developing your leadership abilities, since you'll need these to make your venture a success!

        • 4.6: Developing Yourself as an Entrepreneurial Leader

          • Real World Look: Leadership Challenge Page
            Students must
            Mark as done

            Read through this case and review the questions at the end. If you were the leader of this company, how might you handle this incident? What skills have you learned in this course that would help you be a strong leader in this situation?

          • You Try It: Create a Leadership Development Plan Page
            Students must
            Mark as done

            Consider all you have learned so far throughout this course. As you've learned, developing leadership traits and behaviors and setting goals to improve your skills will assist you in being a great leader for your business venture. Review this resource and consider completing it to create a leadership development plan.

        • Unit 4 Study Resources

          This review video is an excellent way to review what you've learned so far and is presented by one of the professors who created the course.

        • Unit 4 Assessment

          • Unit 4 Assessment Quiz
            Students must
            Receive a grade

            Take this assessment to see how well you understood this unit.

            • This assessment does not count towards your grade. It is just for practice!
            • You will see the correct answers when you submit your answers. Use this to help you study for the final exam!
            • You can take this assessment as many times as you want, whenever you want.

      • Study Guide

        This study guide will help you get ready for the final exam. It discusses the key topics in each unit, walks through the learning outcomes, and lists important vocabulary. It is not meant to replace the course materials!

      • Final Exam Preparation

        These case studies are an excellent way to review what you've learned so far and are presented by one of the professors who created the course. Review these materials before you take the final exam.

      • Final Exam

        • Practice Final Exam

          Take this exam to prepare for the Proctored Final Exam. You can take this exam as many times as you wish; practice until you feel comfortable with the material.

          You will not earn a certificate for this exam or be able to pass this course just by taking this exam. Any grade received on this exam will not count towards your course grade. This exam is only available to help you prepare for the proctored final exam.

        • Final Exam

          Take this Proctored Final Exam to complete this course.

          The exam requires a proctor and a proctoring fee of $5. To pass this course, you will need to earn a grade of 80% or higher on the Proctored Final Exam. Your grade for this exam will be calculated as soon as you complete it.

          If you do not pass the exam on your first try, you can take it again up to a maximum of 3 times, with a 30-day waiting period between each attempt. You may not create another account to exceed these limits. After your third failed attempt you will not be able to pass this course, so we recommend taking the Practice Final Exam as many times as you need to feel comfortable.

          We are partnering with SmarterProctoring to help make the proctoring fee more affordable. We will be recording you, your screen, and the audio in your room during the exam. This is an automated proctoring service, but no decisions are automated; recordings are only viewed by our staff with the purpose of making sure it is you taking the exam and verifying any questions about exam integrity. 

          Requirements:

          1. Desktop Computer
          2. Chrome (v100+)
          3. Webcam + Microphone
          4. 1mbps+ Internet Connection

      • Course Feedback Survey

        Please take a few minutes to give us feedback about this course. We appreciate your feedback, whether you completed the whole course or even just a few resources. Your feedback will help us make our courses better, and we use your feedback each time we make updates to our courses. If you come across any urgent problems, email contact@saylor.org.

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