Six Questions for Entrepreneurial Leadership and Innovation in Distance Education
by Connie Reimers-Hild, Ph.D., University of Nebraska-Lincoln, and James W. King, Ed.D., University of Nebraska-Lincoln
Winter 2009, Online Journal of Distance Learning Administration
Introduction
Entrepreneurial individuals and continuous innovation are vital components of successful organizations. Therefore, the public and private sectors must develop the entrepreneurial characteristics and actions of individuals with a focus on innovation. Institutions of higher education have an especially important role in the development of entrepreneurial individuals because innovation is and will become an even more essential component of success to employers, employees and business founders in the emerging entrepreneurial economy. Further, educational institutions must become more entrepreneurial themselves in order to complete in an increasingly competitive industry. This requires entrepreneurial leadership.
Research has shown that entrepreneurial individuals (Krueger, 2000), learners (Reimers-Hild, 2005), educational institutions (King & Cornell, 1992) and leaders (Gupta, MacMillan & Surie, 2004) are needed to address the complex global issues associated with the continuously evolving knowledge economy. Entrepreneurs are needed to establish new ventures and to employ others while developing new products, services and solutions. Entrepreneurial individuals, who may or may not start a business, are needed because they are innovators who behave or act in a proactive manner and move organizations forward. In general, entrepreneurial individuals have the ability to recognize and capitalize on opportunities, innovate, take calculated risks, adapt to rapid changes and marshal resources to achieve their goals. Entrepreneurial leaders are the individuals who have the ability to create dynamic, competitive organizations where innovation and change are as common as employee, clientele and stakeholder support (McGrath & MacMillan, 2000).
Entrepreneurs and entrepreneurial individuals are vital components of 21st century communities and organizations because they have the ability to advance themselves, other people, their businesses or places of employment and even the economies and societies in which they live. Therefore, countries, communities and individual organizations as well as educational institutions benefit by developing the entrepreneurial learner and leadership capabilities of individuals (Reimers-Hild, 2005).
The characteristics and actions of entrepreneurial leaders are unique and complex but critical to the success of organizations, including institutions focused on education and training. Leaders of educational institutions must become entrepreneurial leaders in order to create effective organizations that move their goals and visions forward (Peck, 1991). Administrators, faculty and staff in both the public and private sectors can integrate the concepts of entrepreneurial leadership throughout their institutions to strengthen the entrepreneurial inclinations of individuals while also enhancing recruitment and retention efforts.
Distance education administrators can become entrepreneurial leaders by recognizing that leadership and innovation are critical throughout every level of the organization. Leadership must no longer be defined solely by the position or traditional rank someone holds within the institution. Leadership must become everyone’s job (Kouzes & Posner, 2007). The fundamental goal of entrepreneurial leaders is to create an atmosphere of innovation while helping constituents themselves become more entrepreneurial. Innovation and entrepreneurial leadership are complex and challenging; however, both can be supported by creating and communicating a relevant vision, motivating and empowering individuals, leveraging human and social capital and developing a global mindset in their institutions that embraces change, values diversity and cultivates continuous innovation. Institutions offering distance education courses and programs may benefit by encouraging administrators, faculty, staff and students to be more entrepreneurial. Organizational cultures designed to support this type of environment are characterized by entrepreneurial leadership, innovation and change. This article provides information on how distance education institutions can incorporate entrepreneurial leadership and innovation into their organizations. Six questions for administrators of distance education to consider are presented in an effort to provoke discussion and thought on the importance of incorporating entrepreneurial leadership and innovation throughout distance education organizations.
