Our economic crisis has shown that we need a fundamentally new kind of business leader—able to make ethical decisions in the face of strategic unknowns, serve the environment and society while also serving the needs of investors and shareholders, and understand how their personality and the social context in which they operate impacts their leadership. This book lays out a compelling model for creating and developing these new entrepreneurial leaders.

"In years past, the keywords for leaders were confidence, single-minded purpose, and strategic planning. But today's vastly complex, globalized, and fast-evolving world requires a different kind of leadership. This game-changing book details a new approach -- entrepreneurial leadership -- developed at Babson College, the number-one school for entrepreneurship in the world. Entrepreneurial leadership is inspired by, but is separate from, entrepreneurship. It is a leadership approach that can be applied in any organizational situation, not just start-ups. Based on two years of extensive research, it embraces three principles that add up to nothing less than a fundamentally new worldview of business and a new logic of decision making. The authors discovered that rapid change and increasing uncertainty require leaders to be 'cognitively ambidextrous, ' able to shift between traditional 'prediction logic' (choosing actions based on analysis of known trends) and 'creation logic' (taking action despite considerable unknowns). Guiding this different way of thinking and acting is a different worldview of business and society, where simultaneous creation of social, environmental, and economic value is the order of the day. Entrepreneurial leaders also leverage their understanding of themselves and their social context to guide effective action."--Publisher's description.

In years past, the keywords for leaders were confidence, single - minded purpose, and strategic planning. But today's vastly complex, globalized, and fast - evolving world requires a different kind of leadership. This game - changing book details a new approach - entrepreneurial leadership - developed at Babson College, the number - one school for entrepreneurship in the world. Entrepreneurial leadership is inspired by, but is separate from, entrepreneurship. It is a leadership approach that can be applied in any organizational situation, not just start - ups. Based on two years of extensive research, it embraces three principles that add up to nothing less than a fundamentally new worldview of business and a new logic of decision making. The authors discovered that rapid change and increasing uncertainty require leaders to be ''cognitively ambidextrous, '' able to shift between traditional ''prediction logic'' (choosing actions based on analysis of known trends) and ''creation logic'' (taking action despite considerable unknowns). Guiding this different way of thinking and acting is a different worldview of business and society, where simultaneous creation of social, environmental, and economic value is the order of the day. Entrepreneurial leaders also leverage their understanding of themselves and their social context to guide effective action. Danna Greenberg, Kate McKone - Sweet, and H. James Wilson, along with some of the top faculty at Babson, examine the three facets of this new model in detail. Each chapter offers concrete examples of how educators across all disciplines are integrating these ideas into their courses - and even their entire curricula. The New Entrepreneurial Leader lays out a comprehensive new paradigm for reinventing management education in order to mold leaders who will shape social and economic opportunity

Make a lasting impact by launching new initiatives, inspiring others, and championing innovative approaches with this from-the-trenches guide by trusted executive mentor, entrepreneur, and leadership expert Joel Peterson. Many leaders see their roles as presidents/managers, with a primary focus on keeping results consistent with past performance and on budget. These kinds of leaders make important contributions but rarely leave a mark on the businesses they serve. For those wanting to make a lasting impact, new skills are required. Joel Peterson calls these higher-level leaders “entrepreneurial leaders,” and they create durable enterprises that deliver on their promise. After three careers and demanding roles as CFO, CEO, chairman, lead director, adjunct professor, founder, author, entrepreneur and investor, Joel Peterson is often sought as a mentor and coach by leaders and aspiring leaders. He has worked with all types of leaders and considers the entrepreneurial leader to be the highest level of influence. In Entrepreneurial Leadership, Peterson lays out a path to achieving this summit with a series of leadership maps organized around the four essential basecamps: Establishing Trust Creating a Sense of Mission Building a Cohesive Team Executing and Delivering Results These core philosophies, while easy to summarize, can be extremely difficult to implement. This book of maps and mindsets is aimed at those who hope to lead others, help them achieve their best, break new barriers, change the status quo, create a legacy, develop a brand, and enjoy a life-altering experience. Let Entrepreneurial Leadership guide you on your journey.

In years past, the keywords for leaders were confidence, single-minded purpose, and strategic planning. But today’s vastly complex, globalized, and fast-evolving world requires a different kind of leadership. This game-changing book details a new approach—entrepreneurial leadership—developed at Babson College, the number-one school for entrepreneurship in the world. Entrepreneurial leadership is inspired by, but is separate from, entrepreneurship. It can be applied in any organizational situation, not just start-ups. Based on two years of extensive research, it embraces three principles that add up to a fundamentally new worldview of business and a new logic of decision making. First, rapid change and increasing uncertainty require leaders to be “cognitively ambidextrous,” able to shift between traditional “prediction logic” (choosing actions based on analysis) and “creation logic” (taking action despite considerable unknowns). Guiding this different way of thinking and acting is a new view of business, where simultaneous creation of social, environmental, and economic value is the order of the day. Finally, entrepreneurial leaders leverage their understanding of themselves and their social context to guide effective action. Each chapter offers concrete examples of how educators across all disciplines are integrating these ideas into their courses—and even their entire curricula. The New Entrepreneurial Leader lays out a comprehensive new paradigm for reinventing management education in order to mold leaders who will shape social and economic opportunity.

Anyone can start a business. But only leaders can succeed. Most entrepreneurs know the long odds: only a fraction of them will lead their enterprises through the rocky stages of growth to launch self-sustaining companies. Very few know how to outflank the failures that await them at every turn, including the most painful—being abandoned by key members of their team or getting pushed out by their board just as their business starts to generate real value. Derek Lidow is on a mission to improve these odds and change these outcomes. Throughout his long career—as CEO, innovator, and entrepreneur—he has tested virtually every aspect of launching a business. Lidow now argues that success is far less dependent upon a firm’s idea or any grand strategy than it is upon something more personal: leadership. Emerging companies have specific leadership requirements, stage by fast-moving stage. Few founders have been able to leverage the tremendous power of this underrecognized reality—until now. Startup Leadership demonstrates how founders can adopt the skills that are required at each stage of their journey. Whether you are at the idea stage or managing a more mature enterprise, you can start to recognize the fundamental conflict: how to balance your selfish drives with the more selfless leadership required by the organization at any given time. The book shows you how to achieve this balance by: Assessing your unique motivations, traits, and skills Creating a personal leadership strategy that leverages your strengths and mitigates your weaknesses Mastering how to lead teams, including boards Understanding the five prerequisites for driving change Taking control of your inevitable crises, thereby strengthening your team and your leadership With Lidow’s help, you will learn how to become the startup leader your business needs, and you’ll move forward with your plans with greater confidence and success.

Real-life examples from the author's experience illuminate a step-by-step plan that can help entrepreneurial leaders achieve their goals. Entrepreneurial leaders are in need of a practical compass, and this book gives them just that. Combining principles of leadership and entrepreneurship, the guide covers basic concepts and pertinent issues for leaders at all levels and does so in a manner that is at once lively, relevant, and entertaining. Drawing on the best thinking from both business and academia, the book irrefutably demonstrates the connection between skilled leadership and organizational effectiveness and performance. Readers are provided with two easy-to-follow models that are applicable to all types of organizations. The Opportunity Model (Part I) shows exactly how to identify business-generating opportunities, while the Enduring Leadership Model (Part II) outlines the author's unique leadership principles, what he calls "Personal" and "Professional" Leadership. Used together, these two models give today's entrepreneurial leaders the real-life tools they need to succeed. To illustrate what works—and what doesn't—the author takes readers inside the highly volatile beverage industry and shares his greatest successes and failures running Adirondack Beverages, a company that still thrives today based on principles instilled more than 20 years ago.