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Entrepreneurial Teams & Leadership
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Lecture Structure
- Nam (00:00:01)
- C qui im@P y= A age sufbe en Darstellung aefemg en Fenxter um (00:18:47)
- Entrepreneurial Leadership Skills (00:19:11)
- Fä Entrepreneurial Leadership Skills (00:20:36)
- Entrepreneurial ln uence Skills smu (00:23:22)
- The ability to lead in those situations where it is appropriate including a (00:23:22)
- The ability to understand the relaticnships among tasks and between the (00:23:22)
- F f i Entrepreneurial Leadership Skills (00:23:27)
- Entrepreneurial Leadership Skills (00:23:28)
- 5 Entrepreneurial Leadership Skills (00:23:32)
- IE nam w umw um Entrepreneurial ln uence Skills (00:23:39)
- Ham (00:25:28)
- Re ektion Warum sind Teams so effektiv? (00:26:15)
- BEI Ham iÄ i Eine Liste typischer Charakteristika effektiver Teams (00:31:38)
- BEI Ham TÄ Defini on Team vs Gruppe (00:32:08)
- Gruppen können ohne den anderen arbeiten T1 (00:32:08)
- Alle Teams sind Gruppen aber nicht alle Gruppe sind Teams (00:32:08)
- Hassomx Team Basics (1) (00:32:17)
- De nit ion Team vs Gruppe (00:32:20)
- Alle Teams sind Gruppen aber nicht alle Gruppe sind Teams (00:32:20)
- mit komplementären Fähigkeiten die (00:32:20)
- Hv Ham P == = Team Basics (1)msum (00:33:41)
- BEI Ham wa wefwfwm I eam Basics (2) (00:34:25)
- BEI Ham ß r I hA( Team Basics (3) (00:37:08)
- gfä um ff De nition Team (00:38:04)
- BEI Nam l fi Die Phasen der Teamentwicklung (00:39:13)
- No trust between team (00:39:13)
- Fear to talk d rectlv (00:39:13)
- k Get to know each other (00:39:13)
- BEI Nam f fl Die Phasen der Teamentwicklung (00:39:14)
- 2 grm 1g (00:39:14)
- Coalition Games (00:39:14)
- P Stage of Power and (00:39:14)
- 2 Storming (differentiation stage) (00:39:14)
- P Get to know each other (00:39:14)
- l III Nam l l i l Die Phasen der Teamentwicklung (00:39:15)
- r Concentration on the Goal (00:39:15)
- Performing (00:39:15)
- 3 NEL II i IJE (00:39:15)
- 3 Norming (integration stage) (00:39:15)
- P Stage of Power and (00:39:15)
- 2 Storming (differentiarion stage) (00:39:15)
- P Get to know each other (00:39:15)
- Hamwa mef (00:39:36)
- BEI Ham rß i f Rollen in Teams (00:39:38)
- BEI Ham f ä Persönlichkeitsdimensionen für Teammitglieder (00:40:08)
- Persönlichkeitsdimensionen für Teammitglieder (BELBIN) (00:41:06)
- BEI Ham äl s ae b n s e e fest (00:41:52)
- effektive Teams können bereits mit 3 4 Teilnehmern gebildet werden (00:41:52)
- I mehr als ein Macher Umsetzer Neuerer führt zu vorhersehbaren (00:41:52)
- BEI Ham wa merwfwm (00:42:44)
- C rinagj n e Bga be ten Dgew ce ei @ fn fi (00:43:06)
- ssu sM A Pmmqm oo c mnv@ em n a pu (00:43:06)
- zo n wmn uaasmv Q w m am am wm am omg nm am (00:43:06)
- zo uuMn m1asun Q A wm am am wm am omg me auf (00:43:06)
- ozaz Mm g W o m mg nmvw mg s uem um (00:43:06)
- APA m=m srv v (00:43:06)
- ozc s cmgg cm Kqrn mgev s nw@ m 7 zum s V am wma cm us vme mg am mnmng pm mm men (00:43:06)
- A was (00:43:06)
- C iind Ab ag mf e en Da ste un j ene g feE@ H @ mn nmu m (00:43:07)
- ssn sM A Pmmqm 0 n venve ew nw uu (00:43:07)
- asarossmm (00:43:07)
- cnfmm v r s zuos geam= auf (00:43:07)
- mw EM1nAw n vfunnm um (00:43:07)
- Hu Lmeqang u ma uf nur (00:43:07)
- UM zuoz 4 sans n mmn ai (00:43:07)
- A was (00:43:07)
- Q Finder Ab age aem e en mme mng c e Fens e Hm (00:43:24)
- Muss oo cms s um (00:43:24)
- svwwamwr sn wmm h u ss zum av (00:43:24)
- W zwepv= = u (00:43:24)
- Ä was (00:43:24)
- C Find r An age mf e en Qa stewng cehgt feng igm (00:43:25)
- w 1 enuevr e max m fk mg um (00:43:25)
- uwefm M m z (00:43:25)
- cvea wmv an mm mnun um (00:43:25)
- ze Ama zum wu us (00:43:25)
- um wmf (00:43:25)
- rmual zn z (00:43:25)
- au nm Mum (00:43:25)
- Mu sn am cms sam (00:43:25)
- man sm@ @ f ss usw ==wx m (00:43:25)
- Ä was (00:43:25)
- w ar=v wmmm (00:43:25)
- C Find r An age mfbe en Darste ung neuem Kamm Hm (00:43:37)
- M m mef sm eqv v (00:43:37)
- N@w nf=En 4 @ vQ@vm s hm nv (00:43:37)
- mw mg s a w m me r qm nam mu (00:43:37)
- I 5 eveJons 2005 s anvom Cummencemem Ac avess mu4 (00:43:37)
- A was (00:43:37)
- 1 sm vc sav mu4 (00:43:37)
- me nmnvemf mag mg (00:43:37)
- wm w aß v01 7 mwman rmmaa zn z sm am (wmv ma (00:43:37)
- T 10I 3S PFBSCOÜ (00:43:39)
- ecorner stanford edu (00:45:10)
- stvp stanford edu (00:45:10)
- STA (00:45:10)
- ORD (00:45:10)
- C qm im@P ay= An ge se f =e f D m ng Bevew stellen Fem e nme (00:45:23)
- mugwUma vW ma en ve remv nv (00:45:23)
- I Hnwjnja Fma snm Mm uma (00:45:23)
- 3 svem nQ mu e ug eam mn (00:45:23)
- Kathy Eisenhardt (00:45:23)
- Teams in Abhängigkeit von der Unternehmensentwickluni (00:45:41)
- Emma Externer Manager (00:45:41)
- Top Management Team (00:45:41)
- Gründungsteam (00:45:41)
- lnnuvati nsteam (00:45:41)
- BEI Ham E i Vorteile von Gründerteams (00:47:46)
- werden 9 Unternehmensentwick ung ist nicht so stark von einer einze nen (00:47:46)
- Mehr Personen bringen mehr Kompetenzen uncl ein größeres (00:47:46)
- Ham SWOT Teamgründung (00:47:58)
- BBI Ham f Ä2 Team Set up (00:49:08)
- Speak about your expeclarions for the joint (00:49:08)
- Find out what preferences your team (00:49:08)
- Find out what cc mpetences your team (00:49:08)
- Hamwa vwwmum VII 1 Planning and Time (00:49:19)
- l III mw Ä Teamwork Planning (00:49:31)
- wennwma wrsnm VII 2 Team members are different (00:49:46)
- manwmefvsnm VII 3 Teamwork is like a rollercoaster (00:50:04)
- BEI Ham Change Teamwork Setting (00:50:20)
- Hi nf i l VII 3 Teamwork is like a rollercoaster (00:50:24)
- wennv v e mgnm Change Teamwork Setting (00:50:42)
- mww nefvmm Teamwork Summary (00:51:11)
- mww v efwww VII 4 Communicate communicate (00:51:20)
- BEI Ham fÄ Prepare decision making (00:51:33)
- BEI Nana 12 f Making decisions (00:52:25)
- l III Ham VII 6 If things go wrong (00:52:50)
- BEI Hana VII 7 Treats and Party (00:53:08)
- BEI Ham 22323 Literatur (00:53:27)
- s vuevm ma Na rmm (mn m xeme der uvv wenm mrunaunß im n= r E sw f w = A a m W w @n m =r (00:53:27)
- wm A e A sam mmve u m @ emg n 1 me L m @ m e Anime smnqm (00:53:27)
- nm M uam e =n mg em @ n@ e un emenmen mwa awwu e m mneemnwsm un evmmng ev (00:53:27)
- uw c (man v meaf@ w x g e W e um e n g va f@ 121 um@menme gf ng wwmau n (00:53:27)
- Gmnem msn F a g @f v@pfe n zf @pm m mug 1x(a s 9 (00:53:27)
- Emm e ax ue me m mm @ urvefmx am mfef e@ 1ev m wm m ew ven me wp m nagemg edm m muum rm me (00:53:27)
- c mm um Mam (zoom A mf s way av @ e m E a mm mmmm we me a Q e m m d Spwan m nufm o aus ms (00:53:27)
- am efx Q1 A ( sss um Emm E zEgf u m aemne am em wme smme N am cwam ma mm vun uw @m m@ns m @ (00:53:27)
- IE Ham f f Grundlage der Führung (00:54:59)
- BEI Nam F l 1 ? 7 Ihre Erfahrung (00:56:21)
- BEI Mam 1 Wer (01:02:47)
- Nassef l i( Führung und Management (01:03:32)
- Sv wobe humane Anspruche (01:03:32)
- erfolgreich auszufuhren (01:03:32)
- 4 Aufgaben zu ubcrnehv en und (01:03:32)
- 3 unle l 0n eten Umwel bed ng gen (01:03:32)
- Hm man Führungs Definition (01:03:33)
- mww nef (01:04:20)
- BEI Ham f iä Führungstheorien (01:04:22)
- BEI Ham f äiä Führu ngstheorien (01:04:25)
- QueHe Kas er Miyerhofer 2002 (01:04:25)
- veran wcmung (01:04:25)
- Muss gezwungen (01:04:25)
- Arbe t st Quelle der (01:04:25)
- Y Mensch ist (01:04:25)
- Y Mensch is von Na uraus (01:04:25)
- BEI Nam ä Führungstheorien (01:05:32)
- l III Ham ä Führungsstile nach Tannenbaum Schmidt (01:05:34)
- Welche Ausw rkur lan haben die Fühmngssnle auf das Verhalten der Mitarhe ter? (01:05:34)
- Dclegat v (01:05:34)
- Enischeidung (01:05:34)
- v e nung (01:05:34)
- Mitarbeiter (01:05:34)
- orschlage (01:05:34)
- nraesetzter (01:05:34)
- er gescanec (01:05:34)
- Gruppe (01:05:34)
- Vorgesetzter (01:05:34)
- M tarbe ter (01:05:34)
- vufgesemer lmw e cr (01:05:34)
- BEI Nam wa mefvmm (01:06:58)
- BEI Nam l ?5 Moderne Führungsmodelle (01:06:59)
- l III Hasxn T iiä Transaktionale Führung (01:07:06)
- Passiv greift auf Wunsch des Mitarbeiters ein oder wenn Standards nicht erreicht (01:07:06)
- Weiterbildung (01:07:06)
- BEI Ham f l2 K 5 Transformarionale Führung (01:07:12)
- Vertrauen Lc yal ta Respekt Bew nderuwg gegenuber Vorgeselrtem (01:07:12)
- Gefunrte vernachlass gen ih e ego sr schen E gen nteressen um d e M ss on de (01:07:12)
- äii Führungsdyaden (01:07:45)
- mwvmnefvgum (01:08:21)
- mwvmnefvwm Management by Modelle (01:08:23)
- Management by Delegation (MbD) (01:08:23)
- Häu g steht bei diesen Nlodeßlen hinter wohlklingendem Namen nur ein sempler (01:08:23)
- mwwawnefvmm Management by Exception (01:08:34)
- BEI Ham f i fl Management by Delegation (01:08:42)
- Oft fehlen aber organisatorische Regeln so dass zentrale Momente des MbO (01:08:42)
- delegierten Befugnisse und Verantwortlichkeiten selbständig zu handeln haben (01:08:42)
- wennwa vwvmm Management by Delegation (01:08:56)
- FJ IHa xu ul il h tÜ = VWeitere Management by Modelle (01:09:15)
- und dann ganz schnell wieder einen Ab ug machen (01:09:15)
- Management by Helicopteringz nur selten einschweben viel Staub aufwirbeln (01:09:15)
- Hasan wa rwwrsum (01:09:18)
- IIIII Ham Vier grundsätzliche Führungsaufgaben (01:09:19)
- BBI man l iil Entwicklung (01:09:59)
- l III Hana f if Steuerung (01:11:06)
- kontrolle (01:11:06)
- Ziele (01:11:06)
- Ressou rce rx (01:11:41)
- lichkeit (01:11:41)
- Weitergabe (01:11:41)
- l lm Ue egat (01:12:50)
- 1 ff 1 Ü CÄHW Äf ffg (01:13:59)
- l IIl Nam lä ffi Persönlich keitstypen (01:14:29)
- fä? M f 3 jvf if = s Ü I ß JEhY 7?ä fner (01:16:08)
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