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The Cultural Inheritance of Abilities and Skills in Entrepreneurship Domain as a Determinant of Organizational Leadership

100%
Haromszeki Ł.
Journal of Intercultural Management
|
2016
|
vol. 8
|
issue 1
31-49
EN
In this article the author attempts to present an idea that entrepreneurship understood as abilities and skills, which shape new organizational reality, flexibility and risk tolerance are the essential factors that create a leadership relationship. It is assumed that there is a relationship between entrepreneurship and organizational leadership. A leader is not an obedient performer of tasks but a creator of new activities and relationships. Entrepreneurship is treated in the accepted sense as learned skills and abilities in the process of cultural inheritance of attitudes and behavior patterns existing in family, neighborhood, places in society and environment. Hence, in the article the author attempts to outline the path from entrepreneurial attitudes and behavior observed in childhood to act in the same manner in adulthood, including influencing the actions of associates in the workplace which exist in the Polish society.
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THE ACTIONS OF GOOD LEADERS: A RESEARCH COMMENTARY ON CANADIAN LEADERSHIP LESSONS

88%
Parsons J., Beauchamp L.
Czech Journal of Social Sciences, Business and Economics
|
2013
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vol. Volume 2
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issue 2
55-62
EN
How might research in one organizational area be understood in another? Although our research on leadership was completed in education – specifically in elementary schools, we believe the findings of this research might be useful in a variety of areas and other organizations. Over the course of two years, our research interviewed all faculty and staff at five highly-effective elementary schools. During these interviews, we asked two questions: (A) What makes this school a good place to work? and (B) How does leadership help? Data were gathered through interviews; then this data was organized, analyzed, and synthesized. In synthesizing our original study data, we focused upon three questions: (1) What? {What did we find?}; (2) So What? {What do these findings mean?}; and, (3) Now What? {What should we do after we make sense of the findings?}. This paper analyzes and shares findings about question #3. Because our conceptual framework focuses on best leadership practices, our paper does not report specific findings but attempts to thoughtfully consider what these findings suggest broadly for school leadership. Full findings can be found in our book: Living Leadership for Learning: Case Studies of Five Alberta Elementary School Leaders (2011).
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