7 Entrepreneurial Leadership Workouts

7 Entrepreneurial Leadership Workouts

A Guide to Developing Entrepreneurial Leadership in Teams

By Stephanie Jones & Martin Tynan

In a world changing faster than ever and as organisations are being reimagined, leaders and their teams need entrepreneurial leadership muscle. This book provides a guide through seven short muscle workouts about how to identify and develop the muscle-power to cope with whatever the world throws at your business.

Hardback, 152 Pages


December 2021

£18.99, $25.00

  • About This Book
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About This Book

For every Facebook, Amazon, Apple, Netflix and Google, there are literally thousands of small start-ups trying to ‘scale up’ to become the next Slack, Zoom or Uber. Less than 1% of these start-ups will be able to scale up. For the would-be entrepreneurial leader, for employees working in a start-up, for a potential investor, how to tell if the business-in-the-back-bedroom will ever see its name in lights? Does the entrepreneurial team in question have the muscle-power to succeed? Of the huge array of start-ups founded each year, how do investors increase their chances of backing the one in a thousand that will become a scaled-up company? How can an investor talent-spot entrepreneurial muscle-power? How does the typical entrepreneurial leader, the employee joining the start-up and the investor in the start-up increase the chances of their start-up making it to the 1% club? And there is considerable interest in contemporary entrepreneurial leadership practice. Many would-be founders have a view to setting-up new business ventures, spurred on by opportunities presented by the changing world (and often with your newly minted MBA degree). How can new entrepreneurial leaders convince others (and maybe starting with themselves and their family members) that they can survive and thrive in a competitive world? With the muscle to make it happen?

It all depends on whether or not they have this very specific Entrepreneurial Leadership Muscle – or if they can see it in others. As entrepreneurs, how can they identify, develop, build and use this necessary muscle to make things happen in a sustainable way? As investors, what are the readable signs of muscle-power and the willingness to develop that muscle power amongst the entrepreneurial leaders passing the radar screens? How can they screen-in and screen-out?

In the high-technology sector alone, recently established high-growth organizations are bringing new and innovative products to market at an extremely rapid pace. A commonality among these companies is, firstly, their relatively short organizational life span to-date (they are often only now about 10-15 years old) and secondly, the speed in which they have grown into multi-billion-dollar organizations. Here we are talking about the few that have made it – and how, and why. What do they have that the others don’t? How can entrepreneurs looking to stand out in this crowded and fast-paced field work to ensure survival and sustainability and growth? And attract investors with many options but funds only for a few? Again, it all depends on whether that Entrepreneurial Leadership Muscle is there and the leaders and teams can show it.


“The authors have created valuable leadership workouts to help raise a business from start-up through robust scale-up. Useful exercises for leaders and teams provide tools to develop specific business ‘muscle groups’ to achieve overall entrepreneurial strength. A must read to reach top condition in the business world!”— Arthur J. Wolak, PhD, author of The Development of Managerial Culture, and Religion and Contemporary Management, member of the Board of Governors of Gratz College

“The blending of empirical commentaries and practical experiments makes this an intelligent, approachable and pragmatic text, creating a dynamic book that will engage entrepreneurs and entrepreneurial faculty. The authors demonstrate the value of theory for practitioners without any oversimplification or condensation. Indeed, this is an example for other academics on making theory relevant to practice.” — Prof David Bevan, Director of Postgraduate and Doctoral Programme in Sustainable Innovation, St Martin’s Inst. of Higher Ed., Malta

“As a practitioner and entrepreneur, leading my own team in my start-up business–I like the theme and concept. I would definitely recommend it. As a student I have read many self-help leadership books. I see this as an inspirational read, with lots of ideas. It’s not trying to explain theory, but is very strong on practice, so this book would be suitable for Executive MBAs or other practical courses.” — Thomas Noel Collister Jackson LLB LLM Solicitor, Partner at Smart Law Solicitors LLP, Cofounder of Pardus Bloom Ltd

“Reading through this, I found the book interesting and informative. The sections on driving culture, describing culture in big business settings, were especially intriguing. When an organization reaches a certain size, the culture becomes organic above and beyond the founder or executive. This title demonstrates this concept well.”— Edward Buckingham, Professor, Monash Business School, Melbourne, Australia

Author Information

Stephanie Jones is Associate Professor of Organizational Behavior at Maastricht School of Management, consulting, training and teaching MBAs.

Martin Tynan is currently VP Human Resources for a global technology organization headquartered in California, USA.


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Table of Contents

Acknowledgements; Introduction;1 Workout 1: Letting Go of Autonomy–from Founder-Led to Team Leadership–and Beyond; 2 Workout 2: Anticipating Future Problems–from Solving One at a Time to Coping with Many–from the Here and Now to the Future; 3 Workout 3: Changing Your Focus–from Being Customer- Driven to Problem- Solving 360°–from Looking Outside to Looking Inside; 4 Workout 4: Allowing for Role Evolution–from Lack of Role Clarity to Role Definition; 5 Workout 5: Coping with Risk–from One Single Point of Failure to Juggling Several Products, Processes and People Issues–Understanding Systemic Risk; 6 Workout 6: Managing Culture Change–Understanding Person–Culture Fit from an Additive Start-Up to the Values of a Sustainable Business; 7 Workout 7: Building a Growth Mindset–from Start-Up to Sustainable Growth; 8 Bringing the Workouts to Life; Conclusion : Keeping in Shape: An Ongoing Process; References.


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