Entrepreneurial Leadership: Resonant Leadership, Meaningful Questions, and GROW Model for Effective Coaching

This report discusses the concept of entrepreneurial leadership and its necessitates in higher education institutions. It explores resonant leadership and meaningful questions for effective leadership. The GROW model and five disciplines of effective teams model are applied to resolve coaching scenarios. Recommendations for improving emotional intelligence and flexibility are provided.

Entrepreneurial
Leadership

Contents
Contents...........................................................................................................................................2
INTRODUCTION...........................................................................................................................1
MAIN BODY..................................................................................................................................1
Discussion of entrepreneurial leadership and its necessitates.....................................................1
Theoretical notion of resonant leadership and entrepreneurial leadership characterized by
asking meaningful questions........................................................................................................2
Application of the GROW model five disciplines of effective teams model to resolve the
coaching scenario as a module leader..........................................................................................4
Justified recommendations for accomplishing business needs and meeting expectations..........7
Identification of areas of improvement supporting development of own leadership in practice 8
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................10

INTRODUCTION
Leadership plays an important role in defective functioning of educational institutions because
faculty appointed at high level positions such as module leader is assigned with the task of
supervising staff of individuals with varied teaching outlook, skills and knowledge to ensure that
students get the best educational services (Ahmed, Klobas and Ramayah, 2021). The scenario for
the present report is the challenges faced at the position of module leader in higher education
institution by the ineffective attitude, performance and motivation of the teaching staff members
which ae directly der own supervision. This report focuses on understanding the concept of
entrepreneurial leadership. In addition to this theoretical concept related to entrepreneurial
leadership such as resonant leadership meaningful questions in leadership, GROW mode and
five disciplines of effective team model are applied in this report. Finally, recommendations for
accomplishing business neds and identifying areas of own leadership improvement are identified
in this report.
MAIN BODY
Discussion of entrepreneurial leadership and its necessitates
The concept of entrepreneurial leadership refers to leadership where actions are
implemented with the aim of establishing a business at an individual basis, actions focusing on
implementation organizational innovation and actions which help exploit market based
opportunities (Chakravarti and Chakraborty, 2018). In context of becoming an effective leader at
a higher education institution entrepreneurial leadership capabilities are needed because it helps
the leader convert challenges into opportunities for growth benefitting the higher education
institution socially and economically. Necessary characteristic which are entailed in
entrepreneurial leadership are provided below:
 Supportive: This key necessitate of entrepreneurial leadership discusses the importance
of offering support to subordinate staff and other individuals in building their
entrepreneurial leadership skills. In case of higher education setting, the focus is on
human component of leadership and facilitating development of behaviours in staff
which builds their entrepreneurial capabilities through support and continuous guidance.
 Learning: This is an important part of entrepreneurial leadership which is facilitated by
continuously questioning the prevalent business practices and reviewing simple ideas
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such as organizational objectives, relationship with stakeholders, deploying relevant
resources and identifying ways of improvement. Criticising and reviewing conventional
practices and basic questions helps entrepreneurial leaders create an environment where
learning and continuous development are valued (Dia, Rodrigues and Ferreira, 2019). In
case leading staff in higher education institution, this area of entrepreneurial leadership
can be implemented to ensure that better practices are adopted instead of following the
current conventions and the foundational aspects of the institution such as deployment of
resources are reviewed to get the highest quality results.
 Linking entrepreneurship and strategic management: The concept of creating an
organization with entrepreneurial skills is entailed in entrepreneurial leadership. In case
of supervising higher education teams, entrepreneurial skills of each member needs to be
developed with the view of achieving strategic objectives of the institution. This helps
create dedicated team and deliver highest quality results to all the stakeholders associated
with the educational institution.
 Opportunity interpretation: This distinct necessity of entrepreneurial leadership helps
them distinguish themselves from normal leaders as they are able to convey valuable
opportunities to objectives the firm or specific employee profiting from to exploit the
opportunity completely (Hatthakijphong and Ting, 2019). In context of higher
educational institution, this aspect of entrepreneurial leadership can help them make
regular advancement either in terms of organizational growth or development of specific
staff member by exploiting relevant opportunities.
Theoretical notion of resonant leadership and entrepreneurial leadership characterized by asking
meaningful questions
Resonant leadership
In the current unstable environment, social system has failed in providing effective
leadership to corporates, communities and people. The modern age requires new approach
towards leadership which inspires hope among others and helps react cautiously and effectively
to meet the challenges of today. Resonant leadership focuses on facing challenges of the
contemporary environment by developing inspiring leaders across every sector (Joshi, Joshi and
Patel, 2019). In case of the situation of ineffective staff response as module leader, the
implementation of resonant leadership can help create committed employees who are dedicated
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towards delivering bets quality results. Resonant leaders inspire others by working in a
purposeful, powerful and passionate manner.
The education industry is directly affected by any social, political, economic and
technological change in every aspect. One example is COVID-19 having significant influence on
the education sector including the ways in students and teachers access education institutions. It
is because of the reason that education industry is highly influenced by external factors that
educators at high level position need to adopt resonant leadership. Higher education leaders will
be able to inspire the team despite drastic circumstance while making the required sacrifices for
attaining gaols which were seen impossible before. It also involves practicing self-care and
engaging in renewal so that they sustain resonance over time (Murali and Thomas, 2019).
Resonant leaders do not focus on controlling individuals but make efforts to create a
collaborative environment where people are united udder a common mission. Emotional
intelligence is critical for succeeding in resonant leadership because iit helps the leaders connect
with people, guide them emotionally and gain resounding response for call to action towards
common mission. Application of resonant leadership can help higher education leaders deal with
organizational conflict and disharmony by creating an environment where everyone is in sync
with each other regarding their thoughts and emotions. This can be done by gaining proficiency
in emotional management which involves higher self-awareness, self-management and social
awareness and relationship management.
The 5 meaningful questions
The conventional wisdom regarding leadership is that readers need to focus on creating the
best team and become number one by chasing inconsistent targets. However, this conventional
leadership approach creates a distrustful environment which lacks meaningfulness or ethical
practice (Ongaro and Ferlie, 2020). Leaders of today need to challenge this conventional wisdom
by asking meaningful questions regarding the purpose and approach of their leadership. In case
of the higher education sector, leaders can bring positive change for their subordinates and
students by ensuring that their leadership is dedicated towards meaningful goals instead of
attaining inconsistent numerical targets or vague standards of quality.
The five meaningful questions proposed by Siken enable leaders to review their leadership
so that it can be made more ethical and meaningful. The first questions asks about if there is just
cause behind the actions. Higher education leaders need to display a vision to the staff members
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which need not be attainable but justified to give the team strong sense of purpose for which they
would sacrifice their life for. The next question looks at if the team of the leader is trusted and
passionate towards their job (Ülgen, 2019). Higher education leaders need to ask this question
and create environment where employees are empowered and supported to reach their maximum
potential which helps build employee passion and mutual trust.
The third question which can help leaders build meaningfulness of their leadership is to
identify worthy rival, which according to Siken is the individual themselves. The rivalry of with
oneself can be used as tool for improvement for leaders. In case of higher education leaders this
can support them evolve with changing times and become effective leader. The fourth question
looks at determining existential flexibility capabilities of leaders which means their ability to
adapt to changing times, give up ineffective conventional notions and become agile to external
change. Higher education leaders need to constantly review the effectiveness of their
preconceived notions and adapt them with changing organizational goals and standards to offer
best quality leadership.
The final question which helps leader become more meaningful and ethical is about
identifying the courage which is needed to become a successful leader, the ability to be
accountable to mistakes and choose people over profit and be open minded towards changing
own decision. This question is essential for becoming a good leader in higher educational field
because it helps the leaders deal with changing environment, make continuous improvement,
optimize talent and become resilient towards changing external conditions and challenges.
Application of the GROW model five disciplines of effective teams model to resolve the
coaching scenario as a module leader
GROW Model
This is four stage model which can be used by individuals for improving their coaching
and mentoring skills (Vanevenhoven and Vanevenhoven, 2021). In context of the present
scenario of not being able to unite staff and change their attitudes, performance and motivation
for the better at the role of module leader, the Grow model can be applied to get effective results.
The application of GROW model for improving coaching and mentoring as module leader is
provided below:
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Goal: This step includes creating SMART goal which focuses on the aspects of
mentoring and coaching which needs to be improved. The SMART goals for improving own
coaching and mentoring as a module leader are provided below:
Goal Specific Measurable Attainable Relevant Timely
To improve
team
performance
through
effective
planning and
organization
of training
sessions
This is
specific goal
as it focuses
on improving
performance
through
planned and
organized
training
This can be
measured by
determining
improvement
of output of
each team
member and
monitoring
their
performance
This is easily
attainable. This is
because there are
many ways of
providing
effective training
to teaching staff
such as VR
training and VLE
training.
It is relevant
to improve
caching and
mentoring as
it helps make
positive
change sin
employee
training and
performance
3
months
To improve
attitude of
team
members
through
democratic
leadership
style
It is
particular
objective as
offers
solution of
change in
leadership to
deal with
team attitude
It can be
measured by
the level of
trust, passion
and
participation
of team
members has
improved
through
democratic
leadership
It can be easily
attained by
practicing
democratic
leadership
practices such as
taking feedback
and valuing
everyone’s
opinion
This
objective can
support better
of team
attitude,
collaboration,
connection
between team
members and
unite the
team
4
months
To improve
staff
motivation
through
meaningful
This is
specific in
nature as it
focuses on
making
This can be
measured by
comparing
the ways in
which
This objective
can be attained in
an easy manner
by following
resonate
The
attainment of
this objective
is relevant to
better
5
months
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leadership leadership
more
meaningful
and
improving
staff
motivation
towards a
justified
cause and
vision.
involvement,
engagement
and
commitment
of the team
members
change
towards
module
objectives
after
changing the
leadership and
implementing the
five meaningful
questions
framework.
coaching and
mentoring
because it
will
encourage
staff to
participate
more
actively in
coaching and
mentoring
efforts.
Current Reality: In this part of the model the focus is on understanding the current
situation of team members in context of the main problem so that appropriate solutions can be
identified. In context of the scenario of ineffective motivation attitude and performance of staff
faced at the role of module leader, individual meetings with each of the staff need to be
completed to understand their current reality and get feedback on the SMART objectives set for
making improvement in their motivations, performances and attitudes. This meeting can include
questions such as the evaluation of SMART objectives, efforts made to seek improvement and
current viewpoint on leadership.
Options: In this stage the employees options regarding attainment of the SMART
objectives will be evaluated. This can involve specific job related or performance related options
such as adopting virtual training for improving performance or solutions related to mentoring
and leadership such as ways in which experience under leadership can be made more
meaningful. After this the risks of each option will be evaluated with recommendation of the best
option.
Will: The final step is to establish will an commitment towards motivation of the
employee. This can be completed by looking at the challenges they might face and helping them
address these challenges through strong conviction and guidance. Continuous support from the
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module leader will also be provided in this stage to help them maintain their commitment until
they attain their objectives resulting in effective mentoring and coaching.
Five disciplines of effective team
Clarifying; In the first discipline the objective is to develop clear purpose for the entire higher
educational staff.
Commissioning: Here the focus is one ensuring alignment of objectives with stakeholders
requirements. In case of working as module leader, this discipline can be adopted by team
objective with objective of educational institution.
Co-creation: This part involves emphasising need of collaboration. In case of the present
scenario of ineffective attitude and performance, collaborative environment needs to be created
through better communication channel between team members.
Connecting: Emotional intelligence can be use to create nurturing environment and support
connection between employees.
Core learning: Gaining knowledge through failures, results and experimentation will be
promoted to adopt this discipline.
Justified recommendations for accomplishing business needs and meeting expectations
 Building Emotional Intelligence: This recommendation involves improving the self—
management, self-awareness and relationship management capabilities to gain higher level
of emotional intelligence. This is justified recommendation because it will help adopt
resonate leadership.
 Improving flexibility: This action will support in becoming more open minded to
unconventional solutions and change with evolving external environment. It is important for
entrepreneurial leaders to be flexible with changing environment so that they are able to
quickly adopt new best practices.
 Support employee empowerment: This action is essential for development of
entrepreneurial leadership and development of resonate leadership. This is because
entrepreneurial leadership requires creation of learning environment for all so that
opportunities can be interpreted and exploited. On the other hand resonate leadership is also
dependent on development of empowering and guiding employees to reach their best level.
 Implementation of motivation schemes: internal and external motivation schemes need to
be implemented to encourage passion in employees towards their job and foster commitment
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towards their goals. In context of external motivation financial rewards can be used as
appropriate motivational scheme. On the other hand internal motivational can be increased
by providing employees meaningful experience and leadership.
Identification of areas of improvement supporting development of own leadership in practice
Self-awareness; This area needs to be improved in order to ensure that overall emotional
intelligence can be improved. The concept of self-awareness is also referred to as the ability to
become aware of one’s aware of various aspects of their personality and behaviour including
their emotions and traits. This area needs to be improved to ensure better emotional intelligence.
Relationship management: The concept of relationship management refers to the ability of an
individual to build long-term fulfilling relationships with others. It is an important quality for
entrepreneurial leadership and practicing resonate leadership. Relationship management helps
maintain and retain long term relationships with employees to ensure them. Build their hope and
help them attain organizational and personal objectives.
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CONCLUSION
From the above report it is concluded that the concept of entrepreneurial leadership
involves implementing leadership which helps interpret opportunities through creation of
supportive and learning environment where conventional wisdom is challenged to ensure
continuous improvement and growth. In addition to this it also involves improving skills of
employees with strategic objectives. The usage of resonate leadership is another concept which
can help higher educational leaders improve leadership practice because it focuses on inspiring
people and uniting teams through emotional intelligence and guidance. Finally the five questions
which are provided in the framework proposed by Siken can help leaders build meaningful
leadership practices. After this the GROW model and the five disciplines framework can also be
used by individuals to improve their leadership and specifically coaching and mentoring skills.
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REFERENCES
Books and Journals:
Ahmed, T., Klobas, J. E. and Ramayah, T., 2021. Personality traits, demographic factors and
entrepreneurial intentions: Improved understanding from a moderated mediation study.
Entrepreneurship Research Journal, 11(4).
Chakravarti, S. and Chakraborty, S., 2018. The Teaching of Soft Communication Skills in
Entrepreneurship Development Courses at the+ 2 Level in India. IUP Journal of Soft
Skills, 12(4).
Dias, C. S., Rodrigues, R. G. and Ferreira, J .J., 2019. What's new in the research on agricultural
entrepreneurship?. Journal of rural studies, 65. pp.99-115.
Hatthakijphong, P. and Ting, H. I., 2019. Prioritizing successful entrepreneurial skills: An
emphasis on the perspectives of entrepreneurs versus aspiring entrepreneurs. Thinking
Skills and Creativity, 34. p.100603.
Joshi, D.J., Joshi, E. and Patel, V., 2019. What Makes an Entrepreneur-A Case of Agripreneur.
Journal of Entrepreneurship and Management, 8(3). p.39.
Murali, S. and Thomas, K.V., 2019. Agripreneurial traits that determines the success of
agripreneurship in central Kerala. International Journal of Management, IT and
Engineering, 9(3). pp.7-14.
Ongaro, E. and Ferlie, E., 2020. Strategic Management in public organizations: Profiling the
public entrepreneur as strategist. The American Review of Public Administration, 50(4-
5). pp.360-374.
Ülgen, B., 2019. The social entrepreneur: Personality traits and motivation factors in social
entrepreneurship. In Creating business value and competitive advantage with social
entrepreneurship pp. 48-68). IGI Global.
Vanevenhoven, C. and Vanevenhoven, J., 2021. The art of teaching arts entrepreneurship. In
Annals of Entrepreneurship Education and Pedagogy–2021. Edward Elgar Publishing.
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