Intrapreneur leaders present solid leadership attributes such as “full open communication,” “integration,” “ownership,” “digital readiness,” “self-adaptation,” and "resilience."
Corporate Entrepreneurship or intrapreneurship has been recognized as a potentially viable, it means for promoting and sustaining organizational performance, renewal and enforce competitiveness. Being entrepreneurial is first the mindset, then an attitude and skills are the easier part to be developed. Here are three aspects of intrapreneur leadership.
Intrapreneur-executive leadership is an emergent digital trend: If entrepreneurship is to look for changes, deploy it as an opportunity, then, intrapreneurship is about creating a new venture from within an established company. The majority of organizations at the industrial age are manipulated by silo thinking and hierarchical management style. To break down silos, intrapreneur leaders are good at practicing creative leadership which is the unique combination of "out-of-the-box" mentality and leadership behaviors that develop and achieves high quality and meaningful results over a sustained period of time. Overall speaking, entrepreneur leaders have an open mind, show flexibility, break outdated rules, and present resilience. Intrapreneur leaders practice entrepreneurship in the large enterprise to rejuvenate culture, advocate changes, inspire innovation and accelerate the speed of changes.
Ownership mentality: Good intrapreneur-leaders explain the big “whys” clearly, to articulate the strategic rationale behind the venture, as more often than not, intrapreneurship is about balancing innovation with other organizational priorities, it presents a possibly even greater challenge--and reward. Good intrapreneur-leaders present accountability which is a type of cognitive fitness to show the ownership mentality. True accountability focuses on learning to do things differently, rather than punishment. Good intrapreneur-leaders are systematic and good at calculating the risk. Many entrepreneurs taste risk as bitter experience and show resilient to recover. Intrapreneur leaders often have balanced viewpoints to perceive success and failure objectively, such mental toughness will help an organization become more resilient, and nurture the culture of risk-tolerance. The good measure of accountability is about resilience, it is determined not by whether an individual or a team makes a mistake or not, but on how quickly they can recover so that customers, teammates, and others aren't negatively affected by the breakdown. Shared accountability or collective accountability involves shared ownership and responsibility.
The heart of entrepreneurship is about changes: The primary role of leadership is about creating change. Organizations no matter large or small, all face the unprecedented change, uncertainty, and accelerated business dynamic. Intrapreneur-leaders deploy new ideas, new processes, new adventures to adapt to change. Intrapreneur leaders are not only self-motivated but also motivate teams to cultivate change capabilities. Positives are seeds in entrepreneurship, Intrapreneur leaders can bring optimism to influence the organization’s culture, break down the negative thinking box, linear knowledge, and mono-color culture, facilitate progress, encourage innovation, inspire positive substance and style in cultivating creative leadership and develop the digital mindset.
Modern businesses have to make many tough choices in its growth-maturity business journey, either making decisions in strategic planning, talent management or innovation exploring, Intrapreneur-leaders will add a new dimension of vision in making the right choice for balancing the business’s short-term gain and long-term win, breaking the old rules and setting digital principles, self-motivated and motivate others. Intrapreneur leaders present solid leadership attributes such as “full open communication,” “integration,” “ownership,” “digital readiness,” “self-adaptation,” and "resilience."
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