1.Entrepreneurs vs Intrapreneurs
Intrapreneurs
Intrapreneurs have all the same qualities as entrepreneurs, with 2 distinct differences:
• They are more cautious & less likely to take risks that may involve personal assets
• Circumstances often force them to remain in a stable job, unable to follow their dreams or set
up their own businesses
Intrapreneurs are employees who work within a business but use their unique talents of innovation
& leadership to change & improve their department or take the business to new heights.
Employees at all levels in the business can be intrapreneurs & the intrapreneurial manager will
encourage change through innovation & encourage subordinates to pursue ideas despite
obstacles.
To achieve this ambitious goal of creating new ventures within existing organizations, or reviving
the existing business, the intrapreneurial manager is usually a persuasive leader who will assist
employees to reach their full potential. He will encourage employees to help others in the
organization to improve their performance as this will ultimately be for the common good of the
business: ‘cooperation’ & ‘team driven’ are key words in the intrapreneurial dictionary.
Intrapreneurship is not limited to employees. The original entrepreneur that took the risk in starting
the business is probably an entrepreneurial personality & will want to keep innovating within the
business to stay competitive – which qualifies him or her as an intrapreneur.
A business philosophy of Intrapreneurship entails everybody in the organization taking full
responsibility & being fully accountable for all his or her actions & interactions in all spheres of the
business. If management can instill this attitude of innovation, creativity, success & motivation to
excel in all employees at all the levels in the business, it will be easier for employees to
understand that their performance of recognizing & managing new ideas will be directly linked to
their rewards.
2. Entrepreneurs
2.1 Entrepreneurial Qualities
• Passionate visionaries who believed they could do something that no-one else had either
thought of, or succeeded in doing before them
• They are all opportunists who happened to be in the right place at the right time – people who
saw an opening & took it
• They are independent spirits, who like to be in control & are internally motivated, rather than
working for a boss who tells them what to do
• They are creative thinkers who challenged the conventional ways of doing things, innovating
different aspects of traditional businesses such as products, methods & marketing campaigns
2.2 Entrepreneurial skills
• They are individuals with the necessary knowledge & expertise to run a business successfully.
Those skills can be learnt & may include aspects from all management functions as well as
basic management elements: Planning, Leading, Organizing & Control. It is important for
entrepreneurs to recognize their shortcomings & hire others to fulfill those roles that they
themselves cannot do.
2.3 Personal Attitudes of Entrepreneurs
Entrepreneurs are leaders in their own businesses & unless they manage all the resources with
care, those businesses will not remain viable. Salary earning managers will need the same skills
, Each entrepreneur & manager will develop their own leadership style, but certain attitudes &
characteristics contribute to their success:
• Communications skills, including active listening, are of the utmost importance if the leader
wants to transfer his ideas but also obtain input from other
• A successful leader will be results driven, but unless the manager has clarity in his own mind
about what the outcome should be, the desired result will not be achieved
• Without ‘follow-through’ the best leader will fall flat on his face, but more than this, a lack of
implementation may make followers cynical & lower morale
• The desire (drive) to achieve, ambition & a constant strive for improvement
• Influencing followers will be determined by the leader’s ability to inspire, to gain trust & to
motivate without striving for popularity but rather through gaining respect
• Leaders possess EQ. This refers to the person’s ability to control their emotions & deal with
problems in a mature manner
3.Management & Leadership
The verb ‘Manage’ comes from the Italian word ‘maneggiare’ which means ‘to handle a situation’,
event or person. Management involves activities of planning, organizing, controlling & leadership.
Leadership is part of management.
3.1 Differentiate btw Leadership & Management
James MacGregor Burns, a pioneer in the field of leadership management research.
Jack Welch, former, CEO of General Electric (GE), is widely regarded as a figure of authority
regarding management & leadership. He stated that a manager is granted authority when
appointed in a specific position. A leader on the other hand is someone that shares his vision &
inspires others to carry it out.
The distinction is thus that the manager has pwr due to the position he holds (appointed by the
organization) while the leader has pwr due to his (perceived or real) expertise. It is critical that
the manager should also be a leader in the organization as management carries out POLC and
many more.
3.2 Different Management & Leadership Styles
Most people’s management styles will fall into 1 of the 1st three broader categories: Autocratic,
Democratic or Laissez Faire. The next 2 types, Transactional & Transformational, are
management styles that are cultivated or trained for as they provide more flexibility for the complex
business world of today. These management styles are intentional rather than unintentional styles
of the managers.
In practice, 1 person will display a variety of styles in different situations – for example being
autocratic in a crisis when there is no time for input.
a. Autocratic
The manager is the only person making decisions. This approach is associated with the 2nd wave
management approach. If implemented in different circumstances, however, it may be due to a
turn-around strategy being required or when it is necessary to restore discipline in an organization.
On a long-term basis its demotivating towards employees and self-destructive for the organization.
b. Democratic/Participative
A more participative leadership style will allow for more involvement by the workers in the
decision-making process, which in return will improve their ‘buy-in’ to the decision. The leader
allowing followers to give some feedback, to the followers being allowed to make suggestions
while the leader still maintains control by making the final decision.
Intrapreneurs
Intrapreneurs have all the same qualities as entrepreneurs, with 2 distinct differences:
• They are more cautious & less likely to take risks that may involve personal assets
• Circumstances often force them to remain in a stable job, unable to follow their dreams or set
up their own businesses
Intrapreneurs are employees who work within a business but use their unique talents of innovation
& leadership to change & improve their department or take the business to new heights.
Employees at all levels in the business can be intrapreneurs & the intrapreneurial manager will
encourage change through innovation & encourage subordinates to pursue ideas despite
obstacles.
To achieve this ambitious goal of creating new ventures within existing organizations, or reviving
the existing business, the intrapreneurial manager is usually a persuasive leader who will assist
employees to reach their full potential. He will encourage employees to help others in the
organization to improve their performance as this will ultimately be for the common good of the
business: ‘cooperation’ & ‘team driven’ are key words in the intrapreneurial dictionary.
Intrapreneurship is not limited to employees. The original entrepreneur that took the risk in starting
the business is probably an entrepreneurial personality & will want to keep innovating within the
business to stay competitive – which qualifies him or her as an intrapreneur.
A business philosophy of Intrapreneurship entails everybody in the organization taking full
responsibility & being fully accountable for all his or her actions & interactions in all spheres of the
business. If management can instill this attitude of innovation, creativity, success & motivation to
excel in all employees at all the levels in the business, it will be easier for employees to
understand that their performance of recognizing & managing new ideas will be directly linked to
their rewards.
2. Entrepreneurs
2.1 Entrepreneurial Qualities
• Passionate visionaries who believed they could do something that no-one else had either
thought of, or succeeded in doing before them
• They are all opportunists who happened to be in the right place at the right time – people who
saw an opening & took it
• They are independent spirits, who like to be in control & are internally motivated, rather than
working for a boss who tells them what to do
• They are creative thinkers who challenged the conventional ways of doing things, innovating
different aspects of traditional businesses such as products, methods & marketing campaigns
2.2 Entrepreneurial skills
• They are individuals with the necessary knowledge & expertise to run a business successfully.
Those skills can be learnt & may include aspects from all management functions as well as
basic management elements: Planning, Leading, Organizing & Control. It is important for
entrepreneurs to recognize their shortcomings & hire others to fulfill those roles that they
themselves cannot do.
2.3 Personal Attitudes of Entrepreneurs
Entrepreneurs are leaders in their own businesses & unless they manage all the resources with
care, those businesses will not remain viable. Salary earning managers will need the same skills
, Each entrepreneur & manager will develop their own leadership style, but certain attitudes &
characteristics contribute to their success:
• Communications skills, including active listening, are of the utmost importance if the leader
wants to transfer his ideas but also obtain input from other
• A successful leader will be results driven, but unless the manager has clarity in his own mind
about what the outcome should be, the desired result will not be achieved
• Without ‘follow-through’ the best leader will fall flat on his face, but more than this, a lack of
implementation may make followers cynical & lower morale
• The desire (drive) to achieve, ambition & a constant strive for improvement
• Influencing followers will be determined by the leader’s ability to inspire, to gain trust & to
motivate without striving for popularity but rather through gaining respect
• Leaders possess EQ. This refers to the person’s ability to control their emotions & deal with
problems in a mature manner
3.Management & Leadership
The verb ‘Manage’ comes from the Italian word ‘maneggiare’ which means ‘to handle a situation’,
event or person. Management involves activities of planning, organizing, controlling & leadership.
Leadership is part of management.
3.1 Differentiate btw Leadership & Management
James MacGregor Burns, a pioneer in the field of leadership management research.
Jack Welch, former, CEO of General Electric (GE), is widely regarded as a figure of authority
regarding management & leadership. He stated that a manager is granted authority when
appointed in a specific position. A leader on the other hand is someone that shares his vision &
inspires others to carry it out.
The distinction is thus that the manager has pwr due to the position he holds (appointed by the
organization) while the leader has pwr due to his (perceived or real) expertise. It is critical that
the manager should also be a leader in the organization as management carries out POLC and
many more.
3.2 Different Management & Leadership Styles
Most people’s management styles will fall into 1 of the 1st three broader categories: Autocratic,
Democratic or Laissez Faire. The next 2 types, Transactional & Transformational, are
management styles that are cultivated or trained for as they provide more flexibility for the complex
business world of today. These management styles are intentional rather than unintentional styles
of the managers.
In practice, 1 person will display a variety of styles in different situations – for example being
autocratic in a crisis when there is no time for input.
a. Autocratic
The manager is the only person making decisions. This approach is associated with the 2nd wave
management approach. If implemented in different circumstances, however, it may be due to a
turn-around strategy being required or when it is necessary to restore discipline in an organization.
On a long-term basis its demotivating towards employees and self-destructive for the organization.
b. Democratic/Participative
A more participative leadership style will allow for more involvement by the workers in the
decision-making process, which in return will improve their ‘buy-in’ to the decision. The leader
allowing followers to give some feedback, to the followers being allowed to make suggestions
while the leader still maintains control by making the final decision.
