ENTREP 8: ENTREP LEADERSHIP IN AN ORGANIZATION || Module Content||Lesson:

Module 4

Course Learning At the end of the course, students are expected to:
Outcomes  Analyze the Entrepreneurial Leadership in a Diverse World
 Describe on how to develop leaders and make plans successful
 Determine the Leadership Issues for Future Entrepreneurs

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:
 Leadership in a Diverse World
 Developing Leaders and Planning Succession
 Leadership Issue for Future Entrepreneurs
Target Participants This course is offered to the first year students taking up Bachelor of Science in
Entrepreneurship with Specialization in Microfinance.

Learning Time: Module 4

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 and discuss Rubrics/Standa
Assessment their own value chain and will take long quiz to validate their learning. rds

(See Module
Instructions)

INTRODCUTION:

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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

Welcome to Module 4 of your course ENTREP 8: Entrepreneurial Leadership in an Organization

Title: Diversity in the Organization

Our objectives for this topic are the following:

At the end of the course, students are expected to:

 Analyze the Entrepreneurial Leadership in a Diverse World
 Describe on how to develop leaders and make plans successful
 Determine the Leadership Issues for Future Entrepreneurs

Acquire new knowledge

What do leaders need to understand about diversity?

The first thing is that the companies that do it most effectively don’t have a separate program. What they do
is integrate diversity into all of the processes of their organization. Diversity becomes a lens for looking at, identifying,
developing, and advancing talent. So when they think about recruitment, they don’t only have a minority recruiter.
They educate all of their recruiters about how to relate to the diversity of the population that they recruit from.

Leaders need to know that they have to build accountability into their systems with regard to their managers
taking responsibility for creating a diverse and inclusive work environment. We often see the people at the very top
saying all the right things relative to diversity, but their middle management, who really run the organization and
create the experience of people who work there, don’t understand and don’t feel accountable for diversity and
inclusion.

You can cut diversity across a lot of different dimensions—what’s important for each organization is to
identify the relevant dimensions, measure them, and make that part of how managers are evaluated. It’s not a matter
of inventing new measures as much as it is using diversity as a lens to look at the measures that we have. And
diversity, in my view, should also be one of the lenses through which we look at customers and community
stakeholders.

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There is a cosmetic diversity that can come when an organization decides they need internal diversity when
they meet external stakeholders who are diverse. Those stakeholders need to be interacted with by someone like
them, so African-Americans need to be interacted with by African-Americans. I think the danger there is that it
pigeonholes people.

The way I look at it is, if our customer base is diverse, we need diversity in our workforce so that we can learn
from our own diversity to make ourselves more effective at meeting the needs of our clients. I, as an African-American
male, will never be Asian, but if I’m in a diverse work group where we can actually talk about cultural differences, I
can become much more effective relating to that Asian client. But if we’re homogeneous inside, then we’re likely to
make all kinds of mistakes in the way we think about diversity.

The most effective organizations, in my view, are organizations that don’t simply use their diversity in order
to have legitimacy with clients, but use their diversity to increase the cultural competence of their workforce, writ
large.

I think that identity will increasingly be part of the conversation. What it means to be a diverse and inclusive
place is not simply that you have people who look different, but that you have created an environment where people
feel like, at the end of the day, they are who they are, uniquely, and in a way that integrates them, and that they’re not
trapped in a box. We’re going to have to find a way to talk about diversity that isn’t just about categories, but it’s about
the kind of organizations we want to create for people to be able to bring their identities to work and to be, if you will,
whole people. And that’s really what I think is the future of the work around diversity.

7 Biggest Diversity Issues in The Workplace

Workforce recruitment companies always battle diversity issues every day. While some believe that diversity in the
workplace is as simple as meeting the required quotas for employee race and gender, it’s much, much more than that.

What True Diversity in the Workplace Means

Diversity in the work environment promotes acceptance, respect, and teamwork despite differences in race, age,
gender, native language, political beliefs, religion, sexual orientation, or communication styles among employees.

There are many benefits to having a more diverse workplace. Process and product innovation results from having
employees from a wide variety of demographics and backgrounds. When different minds come together to achieve a
common goal, the result can be monumental. In fact, it has been reported that companies that practice diversity and
inclusion in the workplace outperform other non-diverse companies by 15 percent.

However, as the workplace becomes more diverse, more issues arise accordingly. HR personnel and recruitment
professionals need to be aware of the various challenges associated with diversity so that it can be prevented and
addressed. For this reason, we’ve created a list of the biggest diversity issues in the workplace.

1. Acceptance and Respect

A fundamental value that contributes to a successfully diversified workplace is respect among workers and employees.
When there is a lack of acceptance of the diverse culture and beliefs among employees, conflicts may arise.
Sometimes, this conflict turns to animosity and may even effectuate situations of violence.

When employees accept the differences between each other, it results in a sharing of ideas and effective collaboration.
Acceptance fosters mutual respect and prevents conflicts from arising.

Diversity training will help employees understand, accept, and respect each’s other’s differences.

2. Accommodation of Beliefs

Diversity in cultural, spiritual, and political beliefs can sometimes pose a challenge in a diverse workplace. Employees
need to be reminded that they shouldn’t impose their beliefs on others to prevent spats and disputes. They also need
to make sure to keep their ethnic and personal beliefs independent of their work responsibilities and duties.

3. Ethnic and Cultural Differences

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According to a New York Times report, there are only 5 African-American CEOs out of Fortune 500 companies.
Furthermore, a University of Wisconsin study revealed that people with African-American sounding names are 14%
less likely to get a call back.

Sadly, issues from ethnic and cultural differences are still present in the workplace. There are still some individuals
who hold prejudice against people who have different ethnic, cultural, and religious backgrounds as their own.

This prejudice and discrimination should never be tolerated in the workplace (or anywhere else). Internal company
policies with clear and objective regulations should be put in place to prevent employees from demonstrating
prejudice. Cultural sensitivities training and diversity awareness programs in the workplace can help address this
issue.

4. Gender Equality

According to a recent survey, 40% of people believe that both men and women will hire men over women. This is
supported by another study that shows that men are 30% more likely to be promoted to a managerial position than
women. Additionally, men earn an approximately 24.1% higher base pay than women.

In the past, women were paid less than men, but the Equal Pay Act has changed that. In recent years, there has been
an influx of women in the workplace. Employers need to prevent gender discrimination and maintain equality
regarding hiring, salary, opportunities, and promotions.

5. Physical and Mental Disabilities

Often, disabled employees have a difficult time navigating through their workplace because proper accommodations
as simple as wheelchair ramps are not available. Some special needs employees also have service dogs, and some
office buildings don’t allow them inside. Make arrangements for service dogs to be permitted in your place of work.

Have procedures in place for people with physical or mental disabilities. Some companies have a “quiet room” so that
when employees start to feel anxious, they can use that room to ease their anxiety.

Be supportive to your disabled employees and avoid discriminatory or derogatory remarks. Ensuring a fair and
comfortable work environment for employees with physical and mental disabilities helps successfully create a more
diverse workforce.

6. Generation Gaps

By 2025, millennials will make up 75% of the workforce, and they are changing the work culture. Employees from
other generations may have difficulties adapting to changes in the workplace and the work culture that the younger
generation are bringing about.

In larger corporations, there are more diversified age groups, from teenagers to senior citizens. As a result, cliques
and social circles may be formed, and some workers may be isolated from the team.

There may also be times that workers from different generations may disagree with how things should be done. To
maintain teamwork and collaboration, create an open communication culture within your organization to help bridge
the gap between generations.

7. Language and Communication

Language and communication barriers are ever-present in companies with a diverse workforce. Often, US or UK
companies hire people whose native tongue or first language is not English, so employees and managers sometimes
have difficulties in getting their message across. This can lead to miscommunication and productivity loss.

Language training for non-native English speakers can often prevent this from happening. Hiring multilingual or
bilingual employees can also help bridge the gap.

Increasing diversity in the workplace will benefit your company in the long run. In fact, companies with a more
diverse workforce perform 35% above national industry medians.

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Make sure that your company works to increase diversity in the workplace right from the very beginning. To ensure
that your recruitment process promotes diversity and remains unbiased, employ the use of AI machine learning
technology. At ThisWay Global, our Match-ic™ machine learning algorithm provides objective and analytical
diversity recruitment results.

The Importance of Diversity in the Workplace

In this era of globalization, workforce diversity is not just a fact of life, it's a business goal which can deliver real
benefits. Here are our top 5 reasons why we believe that hiring policy should include individuals of all ethnicities,
cultures, genders and sexual orientations.

1. Increased innovation and problem solving ability.

Studies have shown that diverse groups come up with solutions to challenges faster than homogenous ones. A variety
of backgrounds brings in a wider range of ideas, knowledge banks and approaches to choose from, or meld into a
unique process or strategy.

2. Increased customer approval.

Diversity-oriented organizations can offer more and better solutions to their customers; and may attract new business
on the basis of having people on staff who can interact easily with the customer.

3. Expanded language skills.

Related to point 2 above, international businesses will benefit from being able to speak the same language and
understand the cultural practices of their customers.

4. Increased morale and productivity.

Employees are happier knowing that no group or minority is excluded from receiving equal pay, status or
opportunities for career advancement. A happy employee is a more productive employee. What's more, your
reputation as a diversity employer will help you attract and hire the cream of the job candidate crop, thus filling your
ranks with the most talented individuals in your industry.

5. Increased profits.

For cold, hard proof that diversity is good for business, just look at the bottom line. To cite one study of companies
with women in corporate board positions:

53% greater return on equity (than corporations with all-male boards)

42% higher return on sales

66% more return on invested capital

The society we live in is becoming more diverse every day. It's clear that the business that reflects this diversity will
survive ... and thrive.

Developing a Plan for Building Leadership

What is leadership development?

Leadership development is the process of improving leadership skills and competencies through various activities.

In leadership development, staff at all levels are taught the invaluable leadership skills that allow them to properly
lead, inspire and guide their teams to success.

This type of development is important to properly cultivate a culture of leadership throughout an organization.

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Leadership development training can take on many forms, both on-site, such as internal training and mentorship
programs, and off-site, such as training seminars, conferences, online training, or graduate programs.

To effectively action leadership development, an organization should create a leadership development plan.

This plan will lay out the steps that the organization will take, what is expected of staff who undergo this development,
and how the development will help both the organization and the staff.

Why is leadership development important?

Leadership development benefits an organization in a multitude of ways.

1. It drives better business results

Including higher financial performance and more consistent achievement within departments guided by proficient
leaders.

2. Skilled leaders are more agile

An organization with empowered leaders can navigate today’s complex business environment and solve problems
quickly and effectively.

3. Good leadership drives innovation

A workforce with effective leaders will be inspired to believe in, and work for, a greater vision.

4. Skilled leaders attract and keep employees

Good leadership can inspire higher engagement from their staff and reduce turnover. A great leader will attract
talented new employees and will be able to keep the ones that they have, which leads to better work satisfaction.

5. Improves employee engagement

More than half of American workers are disengaged at work. Effective leadership that knows how to increase
engagement within teams using purpose and recognition has been shown to increase profitability within an
organization.

6. Improves communication inside and outside the organization

Good communication can make or break a company. If the leaders within a company make effective communication a
priority, it leads to increases in productivity, better speed of execution of tasks, and a more positive organizational
culture.

7. Improves Customer retention

Customers will be more loyal when leaders are effective in engaging employees. Leading by example improves the
customer experience.

8. Increases employee loyalty

Inhouse leadership development inspires loyalty from employees, as it shows that there are growth opportunities
available for them. It is also cheaper, and requires less time, than finding, hiring and training leaders from outside.

9. Proper leadership development strategy fuels business strategy

A properly developed leadership development strategy is an invaluable tool for driving and achieving the
organization’s business strategy. In taking the time to understand what your organization needs from its leaders, you
will better understand the business strategy that will work best for you. These two strategies go hand-in-hand,
developing one will help in achieving the other.

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No matter the industry, every organization can benefit from developing leadership skills from within their
organization and prioritizing leadership in their company culture.

Leadership development goals

For a leadership development program to be effective, there must be clear goals that are set at the beginning of the
process. Some, or all, of the following goals can be used as a starting point.

1. Demonstrate personal responsibility

A true leader owns their actions and the consequences of them, whether good or bad.

They are able to look at the outcomes of their decisions, and appreciate the lessons that both success and failure
teach.

Employees notice if a manager never takes responsibility for their actions, or worse, pushes the responsibility for their
failures onto their subordinates.

2. Practice self-discipline

When making decisions, it can be tempting to make ones that benefit the individual, rather than the team or
organization.

A good leader considers all options then chooses the one that is best for the company, rather than themselves. This
practice involves shedding bias and developing integrity.

3. Develop active listening skills

Sometimes leading means listening, rather than speaking.

Every member of a team has some valuable input and experience that they can share, and a good leader takes the time
to create a space for discussion and actively listen to each person.

4. Expand and diversify knowledge

Leaders need to be well-rounded, with a wide array of skills in different areas of competence.

In taking the time to study fields that may be outside of their direct role, a leader will be better able to handle issues as
they arise in a creative and agile fashion.

5. Focus on time management

A leader is not going to be much use to anyone if they are consistently running behind on projects and don’t have
enough time to actually lead.

In focusing on proper time management, a leader can make sure that they set a good example and are available for
their team.

6. Creating a culture of mentorship

A key role of a leader is to foster leadership in others.

Being able to identify and develop those skills in team members is an important aspect of a leader’s job, and is
essential in the development of a leadership culture within an organization.

This involves coaching, giving actionable feedback, and paying attention to how team members are approaching
challenging projects.

7. Improve communication practices

A leader is only as effective as their communication.

Great ideas and active mentorship won’t go far if a leader’s communication style lets them down.

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Developing communication skills takes time and effort and includes building rapport with team members,
understanding how, and when, to use persuasion, and improving conflict management skills.

8. Practice big-picture thinking

Leaders shouldn’t think small. Problem-solving and effective team management are dependent on a leader who can
make decisions that will benefit the team not just immediately, but down the road as well.

Using these goals as a starting point will help an organization dial in on what is important, what changes need to be
prioritized, and what kind of training will be most effective in developing the leadership that they would like to see
within their organization.

Leadership development plan template

So, how to improve leadership skills within your organization? You should start with a leadership development plan.

It is the roadmap of how your organization is going to nurture leadership skills in employees of all levels. It should
cover goals that align with both strategic business needs and interpersonal, or more human, needs.

It should address the needs of leaders of all levels within the organization, both current leaders and those you wish to
train for future leadership positions.

An example of a good leadership development plan is one that has followed the following steps:

1. Define what type of leaders do you need

First of all, you need to understand what type of leaders you need, what set of skills are most essential for your
business, and will be valuable in the future.

To do so, it's better to take a step back and review your key business objectives, if you don't have a clear list, then it is
time to make it.

Tips:

 Create a list of skills that you are expecting to see in a good leader that fits your company. It should be
aligned with your business.
 If you have a different department that requires improvements in leadership, create a separate profile for
them.
 Assess where your leadership is. Create a leadership assessment for your employees. Using a variety of
methods, including anonymous, email, and face-to-face feedback, your organization can develop a clear idea
of where the leadership currently is.
 Also, it might be good to have a list of employees who demonstrate an interest in management roles and are
talented enough to take leadership roles.

2. Align your business needs with an employees career vision

Talk to the employees who will participate in this leadership development and try to align their career vision and path
with your ideas and business path.

Having the same direction in development will affect final results dramatically.

Tips:

 Of course, a culture of leadership is easier to develop with engaged employees who view the organization in a
positive light. So, sometimes it will be better not to focus on people who are going to leave the company.
 One-on-one meetings will be the most beneficial tool for discovering what your employee’s career vision is.
Make the time to meet with employees on a regular basis to ensure that the two paths are in accordance.

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 Be willing to listen to your employee’s ideas about what is needed both in leadership development and
business strategy. You might get unexpected insight into your organization and ideas for the future.

3. Create a list of leadership development goals and skills

As discussed above, leadership development goals are an important part of this strategy. Without clear goals, it will be
hard to understand what to do and how effective your plan is.

The required qualities and skills of your organization’s leadership will determine the relevant leadership development
goals.

Tips:

 These goals must be achievable, measurable, and should correlate with the key business objectives.
 Take a look at leadership skills, it might help you.
 Create a list of goals and skills required for each individual or role.
 Rank their importance so people will focus on the most valuable or important goals for them.
 Define a clear timeline for each goal, it will motivate people to act.
 Be clear about what success for each goal looks like. The clearer this list is, the more successful employees
will be in reaching their goals.
 Look within your organization for examples of success. It is better to show, rather than tell.

4. Identify which methods of development to use and create a development plan

There are many different methods that can be used for leadership development:

 mentorship programs,
 formal training,
 volunteering,
 task forces,
 working groups and committees,
 changing the way the responsibility is taken,
 and others.
You can read more about ideas on how to develop leadership skills in this employee development article.

Some companies will develop these methods in house, while others bring in a third party company who specializes in
this type of development, it's up to you what to choose.

Tips:

 We recommend creating a separate leadership development plan for each role or individual. It will make it
more personal and role oriented, and as a result, it will be much more engaging and relevant.
 Focus on those methods that fit you, some of them are expensive, while others require experience.
 Think about the realization stage.

5. Measure and analyze the program results

As mentioned the development plan must be measurable, otherwise, it will be impossible to quantify its success.

By using measurable goals, concrete criteria, feedback from employees, and data, your organization will be able to
measure the success of the program and make adjustments where necessary.

Get more ideas from the Reviewing & Monitoring Results chapter of this employee development article.

Tips:

 Set timeframes and review results frequently.

 Communicate with employees, their feedback will be really important.

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 Come back to the plan and adjust it if necessary.

 Using these steps, your organization can create a leadership development plan template to follow. In doing
so, a culture of leadership and positive development will be established, and beneficial results will follow.

Challenges facing entrepreneurial leaders

In the Middle East and North Africa (Mena), our traditions add deep value to our personal lives and cultural
interactions not only with one another, but with others around the world. Unfortunately, holding to traditions within
business keeps leaders—especially those entering entrepreneurship—from really exploring their full potential and
achieving innovation across all industries.

Entrepreneurship has grown significantly in recent years throughout the Mena region, but leadership has not
developed to fully support the thriving new industries. Entrepreneurs struggle with adopting flexible leadership styles
to address the changing and dynamic business environment that we are seeing today, which leads to a deep sense of
frustration among leaders in every industry as they work to apply their business ideas into a traditional leadership
framework.

The overarching themes that have emerged among leaders throughout the region largely centre around:

 A lack of honest feedback from followers

 A desire to take more risks and dream big, but a deep fear of failure
 Personal values that do not always align with organisational values
 Failing to develop new leaders

Lack of honest feedback from followers

Leaders everywhere, not just in the Mena region, suffer from isolation. It is often difficult to find strong,
objective advisors who will give honest feedback and criticism to a leader in a position of power. For leaders to create
a sense of security for followers, they must create a strong organisational culture that prizes input from others, rather
than view criticism as a direct threat to the leader’s position of power. Building this sense of trust within an
organisation starts from the top-down, which means that it is the leaders that set the stage for how followers will
interact with them.

Many leaders may choose not to receive feedback from their followers, because they believe that it means
they will have to promise to take action on what they have heard from others. This is the primary reason that many
leaders choose to isolate themselves because they don’t know how to receive feedback without raising expectations of
their followers that solutions will be found or that the feedback will be implemented.

Being able to receive feedback is a strong leadership skill that must be developed, as is the ability to actively
listen to followers, even if a solution cannot be found or a problem cannot be fixed to everyone’s satisfaction. When
leaders can acknowledge others and genuinely listen to the words of others, they give their followers a sense of
acknowledgement that improves the commitment levels of employees and leads to higher levels of engagement and
satisfaction. Through receiving feedback, the leader can see the perspectives of the employees and their needs and
concerns, which in turn leads to a better understanding of what stakeholders want and expect from the organisation
and the leader.

A desire to take more risks and dream big, but a deep fear of failure

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At their heart, entrepreneurs are dreamers. As they become more entrenched in the role of a leader,
however, the responsibilities thrust on them can lead them to take fewer risks out of fear of failure. Leaders have the
ultimate responsibility for all their stakeholders, which can often create enormous pressure to make the “right”
decisions via traditional methods of leadership, rather than to explore new opportunities. It is because leaders are so
responsible for the well-being of others that they begin to feel that their dreams are unachievable. If leaders were able
to tap back into the mentality that they had when they were just starting out as entrepreneurs, they would be able to
free themselves from the fear of failure and learn to dream big again. Through the act of dreaming comes new ideas,
which the leader can transform into even greater business opportunities.

Personal values that do not always align with organisational values

The personal values of the leader go a long way in inspiring their followers. When a leader doesn’t believe in
the organisational values, however, it takes away from their authenticity. This has a direct impact on the leaders’
followers, who can sense that the leader may not fully support the organisation’s goals. If the leader is unable to be
authentic and have their personal values align with organisational goals, it has a negative impact on employee trust,
which in turn reduces the loyalty and satisfaction levels of employees.

One of the greatest aspects of entrepreneurship for leaders is the ability to align personal and professional
values within a new business. Not only does the leader become more invested in their own vision for the company, but
it inspires those around them to connect to the shared vision within the organisation. Ultimately, this brings success
for leader, their followers, and the organisation.

Failing to develop new leaders

In the Global Leadership Forecast conducted in 2018, one of the more alarming statistics was the lack of
leadership development worldwide. Within the Mena region, leadership development is far more important, given the
difficulties experienced with finding skilled labourers to support the current economic growth.

Developing new leaders within an organisation is critical to the success of entrepreneurship, but many
leaders neglect this area of responsibility. One of the primary reasons for this is the belief that leadership is a natural
trait that develops on its own. Leaders will often forget their own experiences with formal or informal mentors who
gave them the chance to learn and develop their skills.

Leaders must be aware of their role as mentors, particularly among the younger generation who have shown
a great aptitude for entrepreneurship and innovation. By taking the time to recognise potential leaders in the
workplace and create strong leadership programmes to improve autonomy and leadership skills, the leader will create
a strong support network within the organisation, which will reinforce the organisational culture and climate that the
leader has developed.

Entrepreneurial leaders face a number of challenges, especially in the Mena region, but by creating a culture
of feedback and input from followers, addressing the underlying fear of failure and re-learning how to take risks,
aligning personal values with the organisation’s values, and creating a strong leadership development programme,
they will be able to set themselves up for even greater success.

Assessment #1

1. Using the “Leadership Development Template”, how are you going to build a leader from your team?
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________

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__________________________________________________________________________
__________________________________________________________________________

Assessment #2

1. How important diversity in the workplace?

__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
_________________________________________________________________________
2. Explain each of the 7 Biggest Diversity Issues in the Workplace
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
_________________________________________________________________________

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.

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ENTREP 8: ENTREP LEADERSHIP IN AN ORGANIZATION || Module Content||Lesson:
Module 4

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