Business Commons^™

Entrepreneurial Leadership And Teamwork: The Key To Innovation In The 21st Century, Connie I. Reimers-Hild, Susan N. Williams

Kimmel Education and Research Center: Presentations and White Papers

Entrepreneurial leadership and continuous innovation are vital components of 21st century communities and organizations. Entrepreneurial leaders must realize the importance of environmental, social and global issues while creating an atmosphere of innovation designed to help followers become more entrepreneurial themselves.

Entrepreneurial individuals and teams have the ability to recognize and capitalize on opportunities, innovate, take risks, adapt to rapid change and marshal resources to achieve their goals. When individuals come together as an effective team, they can produce a synergy to meet the demands of a rapidly changing and competitive work environment. Therefore, entrepreneurial leaders must develop entrepreneurial individuals and …

Reinventing An Innovation Ecology With New Models For Research And Research Parks, Robert G. Wilhelm, Barry L. Burks

Department of Mechanical and Materials Engineering: Faculty Publications

A novel effort to reinvent the innovation ecology of the Charlotte region is described. The methods and approaches are particularly relevant for restarting both local and global economies. Addressing requirements for faster innovation and more diverse innovation cycles, the research enterprise of the University of North Carolina at Charlotte, the Charlotte Research Institute, the University Research Park, and a diverse collection of partners are working together to recast university research models and research park paradigms. Best practices are discussed for technology transfer based on interdisciplinary applied research. A novel collaboration model developed by the Charlotte Research Institute is described. Guiding …

Complexity Leadership In Bureaucratic Forms Of Organizing: A Meso Model, Mary Uhl-Bien, Russ Marion

Department of Management: Faculty Publications

We consider Complexity Leadership Theory in contexts of bureaucratic forms of organizing to describe how adaptive dynamics can work in combination with administrative functions to generate emergence and change in organizations. Complexity leadership approaches are consistent with the central assertion of the meso argument that leadership is multi-level, processual, contextual, and interactive. In this paper we focus on the adaptive function, an interactive process between adaptive leadership (an agentic behavior) and complexity dynamics (non-agentic social dynamics) that generates emergent outcomes (e.g., innovation, learning, adaptability) for the firm. Propositions regarding the actions of complexity leadership in bureaucratic forms of organizing are …