When employees are managed for their potential in addition to their contribution, their willingness to openly share and contribute information significantly increases. Resistance to change and fear are minimized and employees perceive their role as contributor and knowledge expert over time, not as an employee who is being automated out of a job for example. The critical factors that lead to a learning organization are put into motion by transformational leaders who seek to define a culture inside their organizations of professional growth for subordinates. The focus on autonomy, mastery and purpose is critically important for organizations to grow entrepreneurs (El Tarabishy, 2006) while at the same time overcoming resistance to change as employees don't see the need to hoard information but to add rapidly to it to master their field and be an acknowledged expert or guru in their fields. The difference in behaviors is mastery over one's position relative to the protection of it. Transformational leaders realize that mastery is a foundational element for employees and organizations progress towards entrepreneurship.
As transformational leaders also through their leadership approaches and practices create intrapreneurs, it's worth comparing how this aspect of innovative change compares to entrepreneurship as well. Both entrepreneur and intrapreneur are primarily motivated by independence. Yet an entrepreneur seeks it through the opportunity to create and attain mastery of a specific field and be compensated for it. The intrapreneur also seeks mastery but relies on the organization to deliver rewards (Molina, Callahan, 2009). Entrepreneurs have a much greater sense of urgency however as they are intent on achieved a 5-year and 10-ear goal for their enterprises, while intrapreneurs have self-imposed objectives that dominate their schedules. The risk however is much greater for an entrepreneur to attain their objectives on schedule and keep their company solvent and growing. What both entrepreneurs and intrapreneurs share in common is...
Transformational leadership is the catalyst that makes both of these types of new venture creation possible.
Conclusion
The ability of any leader to create an organization that nurtures and serves as a catalyst for entrepreneurship is directly related to their ability to use transformational and transactional leadership skills at the best possible time. These are leaders who are people-centered first and seek to provide their employees with opportunities for growth and self-actualization (El Tarabishy, 2006) even if it means they eventually leave the organization and start their own venture. There are many more differences between entrepreneurs and intrapreneurs yet this study has briefly discussed how they vary in perspective of rewards and perception of time.
References
Li Yueh Chen, & F. Barry Barnes. (2006). Leadership Behaviors and Knowledge Sharing in Professional Service Firms Engaged in Strategic Alliances. Journal of Applied Management and Entrepreneurship, 11(2), 51-69.
Karina Skovvang Christensen. (2005). Enabling intrapreneurship: the case of a knowledge-intensive industrial company. European Journal of Innovation Management, 8(3), 305-322.
El Tarabishy, Ayman (2006). An exploratory study investigating the relationship between the CEO's leadership and the organization's entrepreneurial orientation. Ed.D. dissertation, The George Washington University, United States -- District of Columbia.
Ling, Y., Simsek, Z., Lubatkin, M., & Veiga, J.. (2008). Transformational leadership's role in promoting corporate entrepreneurship: Examining the CEO and Top Management Team Interface. Academy of Management Journal, 51(3), 557.
Carlos Molina & Jamie L. Callahan. (2009). Fostering organizational performance: The role of learning and intrapreneurship. Journal of European Industrial Training, 33(5), 388-400.
Tichy, Noel…
