ENTREP 8: ENTREP LEADERSHIP IN AN ORGANIZATION || Module Content || Week 3-4||

Lesson: Module 2

CARD-MRI Development Institute, Inc. Modular Learning Page 1 of 13

ENTREP 8: ENTREP LEADERSHIP IN AN ORGANIZATION || Module Content || Week 3-4||
Lesson: Module 2

Course Learning At the end of the course, students are expected to:
Outcomes  Describe the kind of Teamwork on the movie: Erin Brockovich which
makes her job successful in the law firm
 Discus ways on Goal Setting for Motivation
 Discuss about Power and Influence in Leadership
Evidence of The teacher will facilitate the following assessment:
Learning/
Assessment Tools 1. Minute Paper / Muddiest Point (Activation of Prior Knowledge)
2. Socratic questioning
3. Illustration work
4. Learning by Doing
5. Discussion
6. Brain Writing
7. Quiz

Topics (Coverage) This module covers the following topics:

 Developing a Team
 Motivation Theories
 Creative and Innovative
Target This course is offered to the first year students taking up Bachelor of Science in
Participants Entrepreneurship with Specialization in Microfinance.
Learning Time: Module 2
Means for Learner Students may contact teacher for assistance and guidance to the following links:
Support Email: [email protected]
Messenger: [email protected]
Mobile No.:09264282731

Summative For overall assessment of this module, the student will create Rubrics/Stand
Assessment and discuss their own value chain and will take long quiz to ards
validate their learning.
(See Module
Instructions)

INTRODCUTION:

A new day has come with so many new opportunities for you. Grab them all and make the best
out of your day. Here’s me wishing you a blessed day everyone!

Welcome to your Entrep 8: Entrepreneurial Leadership course, where you will learn big

picture of management concepts, processes and techniques as practiced today in business,
industry, and government.

Together, let’s discover the art of getting people together on a common platform to
make them work towards a common predefined goal.

Have bundle of patience and enjoy this brand new learning journey! 
Icon Used in this module

CARD-MRI Development Institute, Inc. Modular Learning Page 2 of 13

ENTREP 8: ENTREP LEADERSHIP IN AN ORGANIZATION || Module Content || Week 3-4||
Lesson: Module 2

Activate your prior knowledge

*You can type this and send a soft copy to my email or write in yellow pad or bond paper.

Welcome to Module 1 of your course TRACK 1: Product Research and Development

Title: Teamwork

Our objectives for this topic are the following:

 Describe the kind of Teamwork on the movie: Erin Brockovich which makes her job
successful in the law firm
 Discus ways on Goal Setting for Motivation
 Discuss about Power and Influence in Leadership

Acquire new knowledge

“Coming together is a beginning, keeping together is progress and working together is success” ~Unknown

What is Teamwork?

A team is defined as a group (a collection of people) who interact to achieve a common goal, but “an
effective, well-functioning team is much more than this”.

Why Teamwork?

CARD-MRI Development Institute, Inc. Modular Learning Page 3 of 13

ENTREP 8: ENTREP LEADERSHIP IN AN ORGANIZATION || Module Content || Week 3-4||
Lesson: Module 2

Rationale for a Team Approach

 Teams are a part of everyone's life. You're a member of a family team, a staff team, school, health care and
community teams.
 So it's appropriate that you understand how to function effectively as a team member.

By establishing priorities, concentrating financial resources, and combining knowledge and expertise, you can have
greater impact on serious problems through your program efforts.

Such efforts can serve to:

1. lighten your work load,

2. reduce duplication of efforts, and
3. produce a result greater than all of your separate efforts.

Purpose of a Team

 Creativity
 Innovation
 Synergy
 Strategic Thinking
 Problem Solving
 Decision Making

Five Dysfunction of a Team

Patrick Lencioni is an American writer of books on business management, particularly in relation to team
management. He is best known as the author of The Five Dysfunctions of a Team. In addition, he is the founder and
president of the Table Group, a management consulting firm focused on organizational health.

#1 Absence of Trust

 The root cause of absence of trust lies with team members being unable to show their weaknesses; to be
vulnerable and open with one another.

#2 Fear of Conflict

CARD-MRI Development Institute, Inc. Modular Learning Page 4 of 13

ENTREP 8: ENTREP LEADERSHIP IN AN ORGANIZATION || Module Content || Week 3-4||
Lesson: Module 2

 Teams that are lacking trust are incapable of having unfiltered, passionate debate about things that matter,
causing team members to avoid conflict, replacing it with an artificial harmony.

#3 Lack of Commitment

 Without conflict, it is not easy for team members to commit and buy-in to decisions, resulting in an
environment where ambiguity prevails.

 People will buy into something when their opinions are included in the decision-making process – for
example through debate.

#4 Avoidance of Accountability

 When teams don’t commit, you can’t have accountability: “people aren’t going to hold each other
accountable if they haven’t clearly bought into the plan”.

 In a well-functioning team, it’s the responsibility of each team member to hold one another accountable and
accept it when others hold them accountable.

#5 Inattention of Results

 A team can only become results oriented when all team members place the team’s results first.

 When individuals aren’t held accountable, team members naturally tend to look out for their own interests,
rather than the interests of the team.

Seven Reasons Good Team Become Dysfunctional

By Matthew SwyersFounder, the Trademark Company @TrademarkCo

 Leadership

 Dysfunctional teams lack a strong leader. A team needs a strong leader to identify the team's
objective, maintain the group's focus on that end, and drive the team toward its established goal.

 Team Members

 Dysfunctional teams often have members more interested in individual glory and less interested in
the team's objective.

 A true team needs members that are concerned only with how they can help the team achieve its
goal and not what achieving the goal will be able to do for them individually.

 Defined Goal

 A dysfunctional team often fails to define its goal. A well-organized team defines its goal or goals
from the outset and then sets out a road map as to how to get there.

 Equitable Distribution

 Dysfunctional teams disproportionately place too much of the team's work on a few of its members'
shoulders.

 If one person is going to do everything, why have a team to begin with? It is wasteful.

 Focus

 Dysfunctional teams lack focus.

 They may convene to discuss an issue but get caught up in seemingly endless debate surrounding a
general topic while never moving toward an ultimate goal.

 Accountability

 Dysfunctional teams lack accountability.

CARD-MRI Development Institute, Inc. Modular Learning Page 5 of 13

ENTREP 8: ENTREP LEADERSHIP IN AN ORGANIZATION || Module Content || Week 3-4||
Lesson: Module 2

 They push back deadlines, or worse, they ponder theoretical questions without defined goals in
mind.

 Decisiveness

 Dysfunctional teams lack decisiveness. Often flowing from a strong team leader, a team needs to be
decisive. Consider facts, draw conclusions on the basis of the best available information, and make
a decision.

Six ways to handle a dysfunctional team

By Eric Berkman

#1 Understand team members' motives and motivations

#2 Define roles and responsibilities

#3 Set measurable team objectives

#4 Provide a forum for regular feedback

#5 Set and enforce consequences

#6 Practice random acts of kindness

Creative and Innovative Leader

“Creative Solutions Overcome Imaginary Limitations, and Deal with Real Limitations”

What is Creative?

 It is one of the most important qualities of a modern business leader.

 It is the abandonment of rigid structures, a very desirable trait for individuals in leadership positions to have
in a corporate setting.

 It has an ability to look at things in new ways and solve problems by seeing things others don’t.

CARD-MRI Development Institute, Inc. Modular Learning Page 6 of 13

ENTREP 8: ENTREP LEADERSHIP IN AN ORGANIZATION || Module Content || Week 3-4||
Lesson: Module 2

In 2010, IBM surveyed 1,500 corporate heads and public sector leaders on what drives them in managing their
companies in today’s world. They found that creativity was ranked the most important leadership quality for success
in business, outweighing integrity and global thinking

Venn Diagram

“Every organization must prepare for the abandonment of everything it does” ~Peter Drucker

5 QUALITIES OF A MODERN DAY CREATIVE LEADER

Idea Generator

 Creative Leaders are exceptionally gifted at generating ideas.

 Creative Leaders employ a variety of techniques to help produce ideas: brainstorming and meditation
through movement or stillness .

Problem Solver

 They have the ability to understand the problem, generate quality solutions and solve it in a rapid manner.

 Here are a few traits of an excellent problem solver:

 Interaction creative leader understands and highly values group participation.

 Communication a creative leader allows for open communication.

Inspire Others

 Creative Leaders have a deep sense of purpose, meaning and fulfillment in their position.

 Creative Leaders have several traits that help them to inspire others:

Passion – creative leaders are passionate about their company’s vision and mission are able to share and
inspire others to feel the depth of this passion as well.

Integrity – creative leaders are authentic, honest and consistent with their words and actions.

Foster Innovation

CARD-MRI Development Institute, Inc. Modular Learning Page 7 of 13

ENTREP 8: ENTREP LEADERSHIP IN AN ORGANIZATION || Module Content || Week 3-4||
Lesson: Module 2

 Creative Leaders know how to support and motivate others to think and perform in original ways.

 Creative Leaders employ a variety of techniques to help foster innovation:

Sharing – a good leader will encourage employees to continually share creative ideas in brain
storming sessions.

Education – another key to fostering innovation is to create programs that allow

employees to keep learning and expanding their skill set

Project Finisher

 Creative Leaders have the ability to see projects through. They go beyond simply managing a project to
motivating team members to stay focused and inspiring others to get the job done on time.

 Creative Leaders are able to help their employees break past creative blocks, guide them to the finish line
and ultimately see a idea come to full fruition.

10 INNOVATION LEADERSHIP CHARACTERISTICS

1. Risk Tolerance
 Innovation is synonymous with creativity. And free flowing creativity involves a great deal of risk.

 An innovation leader has high risk tolerance, and has the uncanny knack to consider all possible
eventualities to make well-calculated bets that often pay off.

2. Domain Expertise
 Innovation leaders are typically required in technology oriented industries that advance rapidly.

 They must have the required domain expertise to communicate effectively with their team, convey a unified
vision, understand the inherent risks and advantages of a creative idea, and also to command respect from
the team.

3. Openness
 when team members come up with a new idea, innovation leaders are receptive and are completely open to
exploring the idea.

 This openness to new ideas, even radical ones, significantly contributes to the creation of a highly innovative
climate in the organization.

4. Low Anxiety
 A person who is chronically stressed and feels anxious about every little thing will not succeed in a creative
and innovative environment.

 Anxiety is contagious, especially if it comes from a leader. Innovation leaders are typically low on anxiety.

5. Emotional Stability
 an innovation leader is grounded and has their emotions under control.

 Ideally, an innovation leader is wired to be happy and positive, so they will do what is required to maintain a
similar stable environment in the work place.

6. Confidence
 It is only natural to feel anxious about stepping into new and unknown territories. But it is necessary to
explore the unknown to identify new opportunities.

 An innovation leader has the confidence in their ability to succeed, and holds the belief that the outcomes are
likely to be positive even in the face of unknown risks.

7. Action Oriented

CARD-MRI Development Institute, Inc. Modular Learning Page 8 of 13

ENTREP 8: ENTREP LEADERSHIP IN AN ORGANIZATION || Module Content || Week 3-4||
Lesson: Module 2

 effective innovation leaders have the inclination to jump into the fray of action and actively participate.

 They feel energized by the action, and enjoy the exhilaration of leading change that leads to improvement
and innovation.

8. Collaborative Inquiry
 Innovations are not always made by lone geniuses

 Creative insights that come from intelligent and non-judgmental sharing of ideas can give rise to continual
innovation that propels the organization to greater heights.

9. Serious Play
 all work and no play makes Jack a dull boy, and dullness rarely sparks innovation.

 These leaders understand that routine work and traditional way of thinking can become rigid and put people
in a rut.

10. Paying Attention

 means being a keen observer, looking deeply at the situation, and perceiving new patterns and details.

 The ability to notice things that may have gone unnoticed will help innovation leaders make accurate
assessments and figure out the best solution to a problem.

5 ESSENTIAL SKILLS FOR EVERY INNOVATION LEADER

Skill One: Risk Management

 Innovation carries inherent risk. Not rocking the boat is safe and introducing new practices and ideas to a
business will inevitably cause friction. Yet, according to risk management expert Steve Culp, learning to
professionally manage risk can actually stimulate, rather than impede, an organization’s innovation
management process

Skill Two: Identifying Opportunities

 A central axiom of innovative leadership is the belief that there is always a better way to solve a problem.

 These successful innovation leaders are expert practitioners of the Japanese art of kaizen – or continuous
improvement – a philosophy famously espoused by giants such as Toyota and Amazon and commonly
applied together along side the Six Sigma process improvement technique

Skill Three: Thinking with a Strategic Perspective

 As Langdon Morris observes strategy and innovation are intricately linked and “should be mutually
reinforcing.” Adapting to change drives business strategy and innovation drives change.

Skill Four: Generating Ideas

 Innovation leadership involves seeking to make an entrepreneur out of every employee.

 It makes sense that they should, therefore, be encouraged to think and act like one.

Skill Five: Putting Action First

 Innovation leadership involves seeking to make an entrepreneur out of every employee.

 It makes sense that they should, therefore, be encouraged to think and act like one.

CARD-MRI Development Institute, Inc. Modular Learning Page 9 of 13

ENTREP 8: ENTREP LEADERSHIP IN AN ORGANIZATION || Module Content || Week 3-4||
Lesson: Module 2

Motivation and Coaching Skills

Motivation

• Is the experience of desire or aversion (you want something, or want to avoid or escape something)

• As such, motivation has both an objective aspect (a goal or thing you aspire to) – and an internal or
subjective aspect (it is you that wants the thing or wants it go away)

• It is the desire to act in service of a goal.

Using rewards/penalties may work in a short term but in the long run it may lead to:

1. Competition and impairment of team work

2. Decrease of intrinsic motivation – if you reward 1 person out of 10, the remaining 9 always feel bad with it
3. Decline of the very work – we work just to win something or to avoid punishment
4. Decrease in quality and creativity – to get reward or avoid penalty we look for a shortcut
5. Cheating – to achieve reward or avoid penalty we can even resort to cheating
6. Additional monitoring – to control the system for action in accordance with the agreed rules

The 5 Essentials to Effective Coaching

Build trust by developing a real relationship.

 The best leaders concentrate more on their team’s success than their own.

 If trust isn’t established first, it’s going to prove very difficult to make an impact.

Listen, Listen, Listen.

 The art of listening not only shows your team member that you care and want to hear from them, but it also
does wonders to build a solid relationship foundation.

Use positivity as your base.

 Great leaders are fundamentally great encouragers. At their core, they are people who bring out the best in
others by supporting and leading in such a way that they radiate energy.

Aim for one target

 The key is for the leader to focus their sights on one goal for each team member at a time. Generally, while
you are asking a team member to stretch and grow in one area, they’ll also be required to continue to be
competent in many other aspects of their job description.

Be a consistent presence

 Every team member you get to lead will have enough ups and downs in their lives without a boss that adds
on. Effective leaders are consistent in their temperament, messaging, availability and mission.

6 Motivational Theories

1. Maslow’s Need Hierarchy Theory

CARD-MRI Development Institute, Inc. Modular Learning Page 10 of 13

ENTREP 8: ENTREP LEADERSHIP IN AN ORGANIZATION || Module Content || Week 3-4||
Lesson: Module 2

1. Physiological Needs - These needs relate to the survival and maintenance of human life.

2. Safety Needs - These needs find expression in such desires as economic security and protection from
physical dangers.

3. Social Needs - It is this socializing and belongingness why individuals prefer to work in groups and
especially older people go to work.

4. Esteem Needs - These needs refer to self-esteem and self-respect. They include such needs which indicate
self-confidence, achievement, competence, knowledge and independence.

5. Self – Actualization Needs - This refers to fulfillment. This level represents the culmination of all the
lower, intermediate, and higher needs of human beings.

Herzberg’s Motivation Hygiene Theory:

The psychologist Frederick Herzberg extended the work of Maslow and proposed a new motivation theory
popularly known as Herzberg’s Motivation Hygiene (Two-Factor) Theory.

He asked these people to describe two important incidents at their jobs:

(1) When did you feel particularly good about your job, and

(2) When did you feel exceptionally bad about your job?

According to Herzberg, the opposite of satisfaction is not dissatisfaction, instead “no satisfaction” for
satisfaction and “no dissatisfaction” for dissatisfaction.

The underlying reason, he says, is that removal of dissatisfying characteristics from a job does not
necessarily make the job satisfying. He believes in the existence of a dual continuum.

CARD-MRI Development Institute, Inc. Modular Learning Page 11 of 13

ENTREP 8: ENTREP LEADERSHIP IN AN ORGANIZATION || Module Content || Week 3-4||
Lesson: Module 2

McClelland’s Need Theory

He found that people who acquire a particular need behave differently from those who do not have. His
theory focuses on Murray’s three needs; achievement, power and affiliation. In the literature, these three needs are
abbreviated “n Ach”, “n Pow”, and “n Aff” respectively’.

Need for Achievement

McClelland found that people with a high need for achievement perform better than those
with a moderate or low need for achievement, and noted regional / national differences in achievement
motivation.

Need for Power

The need for power is concerned with making an impact on others, the desire to influence others,
the urge to change people, and the desire to make a difference in life.

Need for Affiliation

The need for affiliation is defined as a desire to establish and maintain friendly and warm relations
with other people’. The need for affiliation, in many ways, is similar to Maslow’s social needs.

Alderfer’s Erg Theory

It was developed in1969 by Clayton Alderfer, an American Psychologist. He integrated the levels of Maslow`s
Hierarchy of Needs and identified three major types of needs:

 Existence (psychological and safety and security needs),

 Relatedness (love and belongingness) , and,

 Growth (self-esteem & self-actualization).

Adam’s Equity Theory

 John Stacey Adams a workplace and behavioral psychologist, developed the Equity Theory which propose
that employees become motivated when they feel they are treated fairly.

 Adams believe that employees compare their status with other employees, particularly when it comes to
salaries, adjustment in pay, promotion, and other benefits

Vroom’s Expectancy Theory

Victor Vroom, a business professor at the Yale School of Management, developed the Expectancy Theory
which explains that employees are motivated to work when they expect to achieve something from their jobs.

CARD-MRI Development Institute, Inc. Modular Learning Page 12 of 13

ENTREP 8: ENTREP LEADERSHIP IN AN ORGANIZATION || Module Content || Week 3-4||
Lesson: Module 2

The theory is founded on the basic notions that people will be motivated to exert a high level of effort when
they believe there are relationships between the effort they put forth, the performance they achieve, and the
outcomes/ rewards they receive.

McGregor’s Participation Theory

Douglas McGregor formulated two distinct views of human being based on participation of workers. The first
basically negative, labeled Theory X, and the other basically positive, labeled Theory Y.

Theory X is based on the following assumptions:

1. People are by nature indolent. That is, they like to work as little as possible.

2. People lack ambition, dislike responsibility, and prefer to be directed by others.

3. People are inherently self-centered and indifferent to organizational needs and goals.

4. People are generally gullible and not very sharp and bright.

On the contrary, Theory Y assumes that:

1. People are not by nature passive or resistant to organizational goals.

2. They want to assume responsibility.

3. They want their organization to succeed.

4. People are capable of directing their own behavior.

5. They have need for achievement.

Ready for the drill? Let’s have an application activity!

Assessment #1
Instruction: Explain each Factors that leads to Dysfunctional Team
1. Absence of Trust

2. Fear of Conflict

3. Lack of Commitment

4. Avoidance of Accountability

5. Inattention of Results

CARD-MRI Development Institute, Inc. Modular Learning Page 13 of 13

ENTREP 8: ENTREP LEADERSHIP IN AN ORGANIZATION || Module Content || Week 3-4||
Lesson: Module 2

Assessment #2
Using the theory of McClelland’s Need Theory. How are you going to build your own Needs of Achievement,
Needs of Affiliation and Needs of Power to your team to stay motivated in their work.

1. Needs of Achievement
2. Needs of Affiliation
3. Needs of Power

References and Supplementary Materials

Books and Journals

1."Organizationalculture". BusinessDictionary.com. Retrieved 2019-08-11.
2.     ^  Ravasi, D.; Schultz, M. (2006). "Responding to organizational identity threats: Exploring the
role of organizational culture". Academy of Management Journal. 49(3): 433–
458. CiteSeerX 10.1.1.472.2754. doi:10.5465/amj.2006.21794663.
3.     ^  Schein, Edgar H. (2004). Organizational culture and leadership (3rd ed.). San Francisco:
Jossey-Bass. pp. 26–33. ISBN 0787968455. OCLC 54407721.
4.     ^  Schrodt, P (2002). "The relationship between organizational identification and organizational
culture: Employee perceptions of culture and identification in a retail sales
organization". Communication Studies. 53 (2): 189–202. doi:10.1080/10510970209388584.
5.     ^  Jump up to:a  b  c  Schein, Edgar (1992). Organizational Culture and Leadership: A Dynamic View.
San Francisco, CA: Jossey-Bass. pp. 9.
6.     ^  Jump up to:a  b  c  d Deal T. E. and Kennedy, A. A. (1982, 2000)  Corporate Cultures: The Rites and
Rituals of Corporate Life, Harmondsworth, Penguin Books, 1982; reissue Perseus Books, 2000
7.     ^  Jump up to:a  b  c Kotter, J. P.; Heskett, James L. (1992). Corporate Culture and Performance. New
York: The Free Press. ISBN 978-0-02-918467-7.
 
Congratulations for completing this Module!!

Now, give yourself two big thumbs up for your effort.

Let’s be mindful of your deadline

Activity Name of Activity Date of submission Remarks

Number

Assessment #1 Wait for the

Instruction online
CARD-MRI Development Institute, Inc. Modular Learning Page 14 of 13
Assessment #2
ENTREP 8: ENTREP LEADERSHIP IN AN ORGANIZATION || Module Content || Week 3-4||
Lesson: Module 2

*You may send a soft copy of all of your required activities to my email
[email protected] or write on a bond paper or in a yellow pad paper.

CARD-MRI Development Institute, Inc. Modular Learning Page 15 of 13