Sun Tzu's "The Art of War" and Implications for Leadership: Theoretical DiscussionWe present a study of the Art of War from a leadership perspective, one in which we make a closer connection to the context of general organization and management. The Art of War written by Sun Tzu is one of those books that could be classified in the genre of pop-culture. Although its content used to be considered as a carefully protected state secret in the past, it is now available to everyone. Its use has in the past century of moved from warfare also to other areas of human activity. Strategic advices that it contains can be used in many more areas than just the conduct in the times of war. In fact, the success in wars, as well as in business, of course, depends on leadership, which is why we identify the positive and negative attributes of a leader in relation to strategic leadership. People are those who fight in battles and are also those who win them; and the most important person in every battle is the general. Historically, a number of successful military commanders ascribe the credit for their victories to Sun Tzu's principles. In addition, this wisdom is now being examined and used by senior executives from all around the world, especially in Asia, because it can be utilized in many business and political situations. The Chinese classic "The Art of War" is still considered as one of the most influential and important works on strategy, why a discussion on theoretical and practical implications of Sun Tzu's strategic leadership theory in a global environment is also included.
By embracing creativity and innovation, an entrepreneur's products or services can bring about business growth, productivity improvement, job and wealth creation, an enhanced image for the economy, and ultimately a better quality of life for all. As such, entrepreneurs are an extremely important part of the global economy and of society as a whole. However, as small founder-driven companies tend to grow into larger organisations, the issue of leadership soon becomes of vital importance. In this paper, we discuss a two-phase entrepreneurial leadership model, presenting the challenges entrepreneurs have to meet for a successful transition from phase one of formative growth into phase two of institutional growth. Quoting chapters from the Daodejing, we provide a Daoist framework of entrepreneurial leadership as a response to these challenges and as an alternative to the traditional Confucian and Legalist frameworks. We especially emphasise the concepts of wei wu wei, zi ran, and wateristic leadership personality within the article.
5national institute of chemistry, hajdrihova 19, 1001 ljubljana, slovenia our study is built on the dependence of early-stage entrepreneurial activity on GdP per capita, GdP real growth rate, unemployment rate, inflation rate, investments and public debt of different countries. We divide the early-stage entrepreneurial activity into necessity-driven and improvement-driven opportunistic entrepreneurial activity. to establish the dependencies we have conducted the regression analyses. our three main findings are: (a) early-stage entrepreneurial activity does depend on our predictors; (b) necessity-driven entrepreneurial activity is negatively correlated to country's development; and (c) improvement-driven opportunistic entrepreneurial activity is positively correlated to country's development.
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