Startups, challenge of managing people, context of startups, parisian startup, La Condamine, administrative management of independent artists, ideal startups, path-goal theory, application development startup company, Gwangjin-gu Seoul, LMX Leader-Member Exchange, communication, leadership
The notion of leadership is important in the big well-known companies as well as the new-born ones. In this paper, we chose to focus on ‘leadership in startups' to explain the challenges they are facing and how those problems can be solved in this specific context. We will begin by explaining our case study, based on one of our member experiences. Then we will examine each problem in this case in detail, how the problem is important in the context of startups, how to explain it through leadership theories, what solutions can be observed in other startups or companies and which can be applied to our case.
[...] Being young was part of the challenge because most of the members were rather not experienced. Age has an important role in the development of some behaviours we will talk about later in this paper. It is important to note that the entity did not have its own building and was part of what is called ‘un incubateur à startups' in French, which means they were integrated inside a house full of startups. This environment was a factor of competitions since they were surrounded by other young and innovative people who were competing to find investors. [...]
[...] At their beginning stage, the success or failure of startups is mainly determined by the quality of their ideas. However, after the experience initial success and try to achieve higher goals, which is becoming ‘big' companies, they necessarily should deal with motivation and leadership issues. References Buch, J. & Buch, J. (2016, February 17) common HR mistakes in StartUps - or why some companies make it and some don't. Retrieved from https://medium.com/point-nine-news/10-common-hr-mistakes-in-startups-or-why- some-com panies-make-it-and-some-don-t-38b1f4bf0404 Cantamessa, M., Gatteschi, V., Perboli, G. & Rosano, M. (2018, July 06). [...]
[...] As a charismatic leader, we should first pay attention to listening and learn to listen, because listening is not only a talent, but also a virtue, which contains respect, understanding and patience. This requires leaders not only to know the skills of listening, but also to have the quality of listening. Care for subordinates, close to subordinates. Charismatic leaders should communicate with their followers in good time, understand their life, work and other requirements, and do their best to meet them. [...]
[...] If we look at the most successful startups, they usually consist of either college students or people who have just graduated. Therefore, most of the new startups face one common problem - inexperienced leaders. All of them have two things in common: idea and motivation. But reality shows that for the startup to succeed it is not enough. Coming up with a good idea is probably less than 20% of entire success. The reason why most of the startups cannot survive during the first year actually connected with the vision/goal alignment problem and its consistency. [...]
[...] To be clear on the word ‘charisma', according to the lecture, it describes leaders who are capable of having profound and extraordinary effects on followers. The leader in our case, he is goal-oriented only when he thinks he is trying to grow. And it is not able to provide extraordinary effects to followers and they will be less motivated to the work. A good charismatic leader should create the vision and communicate it with the followers/employees and also accept feedback from them. They are required to stimulate followers intellectually to motivate them. [...]
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