Postgraduate Course: Entrepreneurial Leadership (EMBA) (CMSE11221)
Course Outline
| School | Business School |
College | College of Humanities and Social Science |
| Credit level (Normal year taken) | SCQF Level 11 (Postgraduate) |
Availability | Not available to visiting students |
| SCQF Credits | 10 |
ECTS Credits | 5 |
| Summary | The objective of this course is to demonstrate and understand that exploiting a new opportunity is a process that can be planned, resourced, and managed. |
| Course description |
A fundamental outcome of entrepreneurship is the creation of new value, usually through the creation of new products and services which may lead to the creation of a new business entity. In leading the value creation process, an entrepreneur must exercise motivation as well as enterprising and leadership skills. He or she requires access to resources to grow the new venture; not just investment but also social resources. Success is not just related to the nature of market opportunities but to the entrepreneurial and leadership skills of the entrepreneur. The course demonstrates the relevance of entrepreneurship in large organisations and analyses how it can be integrated into more familiar approaches of corporate management. Many large firms have to react to new market opportunities, and have to develop mechanisms to develop new products and services and respond to new sources of competition. Many of these new lines of value arise from the activities of entrepreneurs within the organisation or through the vision of entrepreneurial leaders. New companies often spin-out of large organisations. How larger firms can encourage innovation and entrepreneurship, and yet retain control, remains a major challenge. The need to be entrepreneurial is also strong in modern, large, non-business organisations. Many are forced to raise more funds as their existing public funds are insufficient. There is also recognition that governments cannot underpin all good causes. This has motivated many caring entrepreneurs to start charities of their own, some of which from small beginnings have grown into major world organisations.
Syllabus
What is entrepreneurial leadership? Innovation and creativity in entrepreneurial organizations.
Entrepreneurial leadership in diverse contexts: family business, social and sustainable entrepreneurship.
Corporate entrepreneurship and strategic venturing.
Entrepreneurial growth strategies.
Leading the entrepreneurial process: opportunity recognition and opportunity assessment; entrepreneurial finance; entrepreneurial culture and leadership.
Student learning experience
This course utilizes multiple learning modes, including: lectures, independent reading, primary research, group discussion, case analysis and exposure to practice through applied projects and live mini-case studies from guest practitioners.
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Entry Requirements (not applicable to Visiting Students)
| Pre-requisites |
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Co-requisites | |
| Prohibited Combinations | |
Other requirements | None |
Course Delivery Information
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| Academic year 2015/16, Not available to visiting students (SS1)
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Quota: None |
| Course Start |
Semester 2 |
Timetable |
Timetable |
| Learning and Teaching activities (Further Info) |
Total Hours:
100
(
Lecture Hours 25,
Other Study Hours 73,
Programme Level Learning and Teaching Hours 2,
Directed Learning and Independent Learning Hours
0 )
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| Additional Information (Learning and Teaching) |
TBC
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| Assessment (Further Info) |
Written Exam
0 %,
Coursework
100 %,
Practical Exam
0 %
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| Additional Information (Assessment) |
Group Assignment (2500 words) - 50%
Individual Assignment (2000 words) - 50%
Group written assignment- Students will be randomly assigned to groups of 3-5 students. Each group will prepare a case study of entrepreneurial leadership at an organization of the students' choice.
Individual written assignment - Each student will identify an entrepreneurial leader. They will research the leader and his/her organization and prepare an essay based on research that should include primary data about the leader, including an interview.
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| Feedback |
Feedback comprises Informal feedback on student learning and contributions in class. Groups will make short, non-assessed presentations to the class as part of course feedback. For both the individual and group project, feedback will be provided on a form that provides a formal mark as well as critical and constructive comments.
Feedback on formative assessed work will be provided within 15 working days of submission, or in time to be of use in subsequent assessments within the course, whichever is sooner. Summative marks will be returned on a published timetable, which has been made clear to students at the start of the academic year.
Students will be provided with electronic written feedback for all coursework. Coursework cannot be taken away by students. Students who wish to view a marked piece of coursework should contact the programme support team to arrange a time.
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| No Exam Information |
Learning Outcomes
On completion of this course, the student will be able to:
- Critically evaluate theories and concepts underpinning entrepreneurship.
- nderstand and discuss critically the relationship between entrepreneurship and value creation and the role of the entrepreneurial leader in driving innovation and growth.
- Understand and discuss critically how entrepreneurial leaders adapt elements of the entrepreneurial process to a variety of business and organisational contexts.
- Assess critically where and how entrepreneurial behaviour and actions can be applied in different business contexts.
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Reading List
This course does not utilize a required textbook. A series of readings from textbooks, academic journals, and other secondary sources are identified to support student learning. Students are encouraged to begin with these sources and expand their investigation more widely.
Recommended Textbooks
J Clifton and S Bharadwaj 2014 Entrepreneurial StrengthsFinder, New York: Gallup Press
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Additional Information
| Graduate Attributes and Skills |
Cognitive and Subject Specific Skills:
Apply entrepreneurial theory to real world organizations and opportunities.
Assess critically where and how entrepreneurial behaviour and actions can be applied in different business contexts.
Analyse and consider different business situations where entrepreneurial opportunities are present or possible.
Manage or advise on the key elements for identifying and exploiting an entrepreneurial opportunity.
Account for the relevant business and organisational context in undertaking entrepreneurial behaviour and activity.
Work both independently and in a team-based environment to take on the role of entrepreneurial leaders and critically assess and establish and develop an entrepreneurial opportunity.
Transferable Skills:
Scholarship and desk research skills, and the ability to assimilate, communicate and present critical evaluations.
Further develop skills associated with working effectively in groups.
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| Keywords | Entrepreneurship Venturing Leadership |
Contacts
| Course organiser | Prof Richard Harrison
Tel: (0131 6)51 5549
Email: |
Course secretary | Miss Tammy French
Tel: (0131 6)50 3475
Email: |
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