Leadership And Advocacy: Dual Roles Of Social Entrepreneurship
Introduction
In this session HR will be discussed in relation to social entrepreneurship. Firstly, the concept of social entrepreneurship will be shortly introduced, then the 3 articles will be discussed, and afterwards these articles will be applied to a case study. Maybe additional literature will be used.
Definition of social entrepreneurship: ’’Social entrepreneurship is the attempt to draw upon business techniques to find solutions to social problems.’’(The New Heros, 2005)
London, M. (2008). Leadership and advocacy: Dual roles for corporate social responsibility and social entrepreneurship. Organizational Dynamics, 37(4), 313-326.
Since advocacy has become more important, firms recognize increasing social obligations to stakeholders
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When a leader identifies certain issues, and then addresses them for the benefit of the company’s stakeholders, employees and/or community members, he becomes and advocate. Likewise, when an advocate manages to gain sufficient support by communicating his vision and therefore is able to set strategies, he becomes a …show more content…
When engaging in social action, it is important that leaders act honest, integer and are willing to take risks with the organizational resources when necessary. Their position allows leader to use their power, control and resources to actively make a difference. Furthermore, leaders already have developed their leadership skills, and can use these in order to demonstrate the value of social advocacy. Besides this, organizations are likely to have an already existing infrastructure to communicate as well as the technology needed for data collection and storage. For organizations, one of the advantages of social advocacy is an increase in reputation and credibility. Additionally, they produce socially beneficial outcomes and they learn in the process of engaging in corporate social responsibility as well. Conclusively, when corporate leaders understand the needs of different stakeholders, have realistic expectations and perceptions of other people’s behaviour, link doing good with doing well and recognise the associated costs, they are likely to become successful
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