Entrepreneurial Leadership

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Core Course (CC) — Semester VII — BBA (Honours)

Parameter	Details
Course Code	CC701
Course Title	Entrepreneurial Leadership
Course Type	Core Course (Honours Year)
Credits	4
L-T-P	2 – 2 – 0
Contact Hours	4 hours per week (2 Lectures + 2 Tutorials)
Total Hours (Semester)	60 hours (15 weeks)
Semester Offered	Semester VII (Fourth Year — BBA Honours)
Prerequisites	CC401 Entrepreneurship and Startup Ecosystem
Assessment	Internal (40 marks) + External (60 marks) = 100 marks

1. Course Description

Entrepreneurial Leadership is a core course in the Honours year of the BBA program, designed to bridge the critical gap between leadership theory and entrepreneurial practice. While traditional leadership courses focus on managing within established organizational hierarchies, this course addresses the unique demands of leading in conditions of extreme uncertainty, resource scarcity, and rapid change — the defining characteristics of entrepreneurial ventures.

The course equips students with the knowledge, skills, and mindset required to become effective entrepreneurial leaders who can envision opportunities, mobilize resources, build teams from scratch, and navigate the challenges of venture creation and growth. It emphasizes the distinctive blend of leadership capabilities needed at different stages of the entrepreneurial journey — from ideation to scaling and from startup to sustainable enterprise.

Through a combination of theoretical frameworks, case study analysis of prominent entrepreneurial leaders (both Indian and global), self-assessment exercises, and practical team-based projects, students will develop the capacity to lead with purpose, innovation, and ethical responsibility. The tutorial-intensive structure (2 hours per week) ensures deep engagement with real-world leadership challenges through simulations, role plays, reflective exercises, and peer discussions.

2. Course Objectives

Upon completion of this course, students will be able to:

1. Apply classical and contemporary leadership theories to the specific context of entrepreneurial ventures, understanding how the demands of leadership shift across the venture lifecycle.
2. Develop an entrepreneurial mindset characterized by creativity, opportunity recognition, tolerance for ambiguity, and resilience — and learn to instill this mindset in teams and organizations.
3. Formulate effective strategies for leading entrepreneurial ventures through the challenges of team building, resource mobilization, growth management, conflict resolution, and organizational change.
4. Evaluate the ethical, social, and sustainability responsibilities of entrepreneurial leaders and design ventures that create value for all stakeholders while contributing to societal well-being.

3. Course Outcomes (COs)

Upon successful completion of this course, students will be able to:

CO	Description	Bloom’s Level
CO1	Compare and contrast different leadership theories (trait, behavioral, contingency, transformational, transactional) and assess their applicability to entrepreneurial contexts at various stages of venture development.	Evaluating
CO2	Demonstrate an entrepreneurial mindset by applying creativity techniques, design thinking, effectuation principles, and lean startup methodologies to identify and pursue value-creating opportunities.	Applying
CO3	Formulate leadership strategies for key entrepreneurial challenges including building founding teams, managing rapid growth, resolving conflicts, and leading organizational change in resource-constrained environments.	Creating
CO4	Design ethically grounded, socially responsible, and environmentally sustainable business models, integrating frameworks for ethical decision-making, CSR, ESG, and stakeholder capitalism into venture leadership.	Creating

CO-PO Mapping

CO	PO1	PO2	PO3	PO4	PO5	PO6
CO1	3	2	—	2	2	1
CO2	2	3	3	2	2	2
CO3	2	3	3	3	3	2
CO4	2	2	—	2	3	3

3 = Strongly Mapped | 2 = Moderately Mapped | 1 = Slightly Mapped | — = Not Mapped

4. Course Content

Unit 1: Foundations of Entrepreneurial Leadership

Contact Hours: 12 (6 Lectures + 6 Tutorials)

Unit Objective: To establish a strong theoretical foundation in leadership studies and critically examine how these theories apply — and require adaptation — in the unique context of entrepreneurial ventures.

Topics Covered:

1.1 Introduction to Leadership and Entrepreneurship – Defining leadership: influence, vision, purpose, and followership – Defining entrepreneurship: opportunity, innovation, value creation, risk-bearing – The intersection of leadership and entrepreneurship — why entrepreneurial ventures demand distinct leadership approaches – Historical evolution of entrepreneurial leadership as a field of study – Entrepreneurial leadership vs. managerial leadership vs. strategic leadership

1.2 Forms of Leadership – Social Leadership: leading social movements, community organizing, and NGOs – Managerial Leadership: efficiency, process optimization, stability in established organizations – Entrepreneurial Leadership: vision creation, opportunity pursuit, agility, resourcefulness under uncertainty – Comparative analysis with real-world examples of each type

1.3 Theories and Models of Leadership – Trait Theory: Key traits of effective leaders (intelligence, self-confidence, determination, integrity, sociability); limitations of the trait approach; traits specific to entrepreneurial leaders (risk tolerance, need for achievement, locus of control, proactiveness) – Behavioral Theories: Ohio State Studies (initiating structure vs. consideration); Michigan Studies (task-oriented vs. relationship-oriented); Blake and Mouton’s Managerial Grid – Contingency Theories: Fiedler’s Contingency Model; Hersey-Blanchard Situational Leadership Theory; Path-Goal Theory (House); applicability to dynamic venture environments – Transformational Leadership: The 4 I’s — Idealized Influence, Inspirational Motivation, Intellectual Stimulation, Individualized Consideration; research evidence on transformational leadership in startups – Transactional Leadership: Contingent reward, management by exception; when transactional approaches are appropriate in ventures – Emerging Theories: Authentic Leadership, Servant Leadership, Level-5 Leadership (Jim Collins), Shared/Distributed Leadership in startup teams

1.4 The Entrepreneurial Leader’s Identity – Self-awareness and leadership identity – Entrepreneurial self-efficacy and its role in venture creation – Leadership derailment factors in entrepreneurial contexts – Indian philosophical perspectives on leadership: Karmayoga (Bhagavad Gita), Rajarshi model, lessons from Indian epics (Mahabharata, Ramayana)

Tutorial Activities (Unit 1):

1. Leadership self-assessment: MBTI, Big Five, or entrepreneurial orientation questionnaire
2. Case analysis: Compare the leadership styles of two contrasting entrepreneurial leaders (e.g., Steve Jobs vs. Tim Cook; Narayana Murthy vs. S. G.opalakrishnan of Infosys)
3. Reflective exercise: “Leadership lessons from the Mahabharata” — analyzing Krishna, Yudhishthira, Duryodhana, and Karna as leadership archetypes
4. Group discussion: Is entrepreneurial leadership born or made? Evidence and arguments

Unit 2: Leading with the Entrepreneurial Mindset

Contact Hours: 16 (7 Lectures + 9 Tutorials)

Unit Objective: To cultivate the cognitive, behavioral, and strategic dimensions of the entrepreneurial mindset and equip students with tools and frameworks for fostering creativity, driving innovation, and leading in environments of extreme uncertainty.

Topics Covered:

2.1 Creativity and Innovation in Entrepreneurship – Distinction between creativity (idea generation) and innovation (idea implementation) – The creative process: preparation, incubation, illumination, verification – Individual and organizational barriers to creativity – Techniques for fostering creativity: – Brainstorming and brainwriting – SCAMPER technique – Six Thinking Hats (Edward de Bono) – Mind mapping and lateral thinking – TRIZ (Theory of Inventive Problem Solving) — overview – Building a culture of psychological safety that encourages experimentation and tolerates intelligent failure

2.2 Innovation Management and the Role of Founders – Types of innovation: incremental, architectural, disruptive, radical – The founder’s role as Chief Innovation Officer – Managing the innovation portfolio: balancing exploration and exploitation – The Innovator’s Dilemma (Clayton Christensen) — why successful companies fail – Open innovation and collaboration with external partners – Intellectual Property strategy for startups — patents, trademarks, trade secrets

2.3 Entrepreneurial Mindset and Cognitive Frameworks – Growth mindset (Carol Dweck) vs. fixed mindset — implications for entrepreneurial leaders – Effectuation Theory (Saras Sarasvathy): Bird-in-Hand, Affordable Loss, Crazy Quilt, Lemonade, Pilot-in-the-Plane principles — how expert entrepreneurs think and decide – Bricolage: making do with resources at hand – Cognitive biases in entrepreneurial decision-making: overconfidence, illusion of control, planning fallacy — and how to mitigate them – Alertness to opportunity: the Kirznerian view

2.4 Lean Startup and Agile Leadership – Build-Measure-Learn feedback loop – Minimum Viable Product (MVP) and validated learning – Pivot vs. Persevere decisions — the leader’s role – Customer Development methodology (Steve Blank) – Agile leadership: iterative decision-making, adaptive planning, empowering teams – Applying lean principles beyond startups — lean in established organizations

2.5 Leading in the Future of Work – Virtual and distributed teams: leadership challenges and best practices – Digital tools for remote collaboration and leadership – Gig economy and freelance workforce — leading without traditional authority – Leading multi-generational teams (Gen Z, Millennials, Gen X) – AI and automation: implications for entrepreneurial leadership – The role of entrepreneurial leadership in the Fourth Industrial Revolution

Tutorial Activities (Unit 2):

1. Creativity workshop: Apply SCAMPER and Six Thinking Hats to reimagine an existing product/service
2. Effectuation exercise: Use the 5 principles of effectuation to develop a venture idea starting from personal means
3. Case analysis: “The Innovator’s DNA” — analyzing how successful founders (Jeff Bezos, Elon Musk, Kiran Mazumdar-Shaw) cultivate discovery skills
4. Simulation: Pivot or Persevere — scenario-based decision-making exercise using lean startup metrics
5. Personal entrepreneurial mindset assessment and development plan creation

Unit 3: Leadership Challenges and Strategies in Entrepreneurial Context

Contact Hours: 16 (7 Lectures + 9 Tutorials)

Unit Objective: To develop practical strategies for addressing the most critical leadership challenges faced at different stages of the entrepreneurial venture lifecycle, from founding and team formation through growth and scaling to managing crises and transitions.

Topics Covered:

3.1 Leadership Across the Venture Lifecycle

Ideation and Startup Stage – Vision crafting and communication — the leader as storyteller – Building the founding team: complementary skills, shared values, equity distribution – Leading with no formal authority — influencing early stakeholders – Bootstrapping leadership: inspiring commitment without financial resources

Growth and Scaling Stage – Transitioning from founder to CEO — the leadership evolution – Delegation and empowerment: letting go as the venture grows – Professionalizing management while preserving entrepreneurial culture – Managing the tensions of rapid growth: quality vs. speed, control vs. autonomy

Maturity and Renewal Stage – Leading turnarounds and organizational renewal – Intrapreneurship: fostering entrepreneurial behavior within established ventures – Succession planning in founder-led organizations – Exit strategies: the leader’s role in IPO, acquisition, or merger

3.2 Case Studies of Prominent Entrepreneurial Leaders – Indian Leaders: Dhirubhai Ambani (Reliance), Kiran Mazumdar-Shaw (Biocon), Ratan Tata (Tata Group), N.R. Narayana Murthy (Infosys), Falguni Nayar (Nykaa), Bhavish Aggarwal (Ola), Deepinder Goyal (Zomato) – Global Leaders: Elon Musk (Tesla/SpaceX), Steve Jobs (Apple), Sara Blakely (Spanx), Muhammad Yunus (Grameen Bank), Yvon Chouinard (Patagonia) – Comparative analysis: leadership patterns across industries, cultures, and venture types

3.3 Organizational Design and People Management – Designing organizational structure for startups: flat hierarchies, holacracy, and agile teams – Hiring for cultural fit and entrepreneurial orientation – Performance management in high-growth ventures: OKRs vs. traditional KPIs – Compensation strategies in resource-constrained startups: equity, ESOPs, deferred compensation – Creating and maintaining a high-performance culture

3.4 Building Teams and Managing Dynamics – Stages of team development (Tuckman model): forming, storming, norming, performing, adjourning – Belbin Team Roles in entrepreneurial contexts – Managing co-founder relationships and conflicts – Building diverse and inclusive founding teams — the business case – Cross-functional team leadership

3.5 Managing Growth, Change, Conflicts, and Transitions – Change management frameworks for entrepreneurial ventures: Kotter’s 8-Step Model, ADKAR – Sources of conflict in startups: founder disputes, role ambiguity, resource allocation – Conflict resolution strategies: negotiation, mediation, arbitration – Leading through crises: financial distress, product failure, reputational damage – Crisis communication: internal and external stakeholder management – Emotional resilience and mental well-being of entrepreneurial leaders

Tutorial Activities (Unit 3):

1. Leadership case study presentation: Each student group analyzes the leadership journey of one prominent entrepreneurial leader (Indian or global) and presents key lessons
2. Role play: Founder-to-CEO transition scenario — navigating delegation challenges
3. Team building simulation: Form a mock founding team, assign roles (Belbin), and resolve a staged co-founder conflict
4. Crisis leadership exercise: Respond to a simulated startup crisis (e.g., data breach, co-founder exit, funding collapse) — develop and present a crisis management plan
5. Guest session: Invite a startup founder/entrepreneurial leader for an interactive Q&A on real-world leadership challenges

Unit 4: Ethical and Sustainable Entrepreneurship

Contact Hours: 16 (6 Lectures + 10 Tutorials)

Unit Objective: To develop a deep understanding of the ethical responsibilities of entrepreneurial leaders and equip students with frameworks for building ventures that are not only profitable but also socially responsible, environmentally sustainable, and aligned with the broader goals of human flourishing.

Topics Covered:

4.1 Ethics and Social Responsibility in Entrepreneurship – Defining business ethics in the entrepreneurial context – Why ethics matter for startups: reputation, trust, talent attraction, investor confidence – Common ethical challenges in startups: – Founder equity splits and fairness – Intellectual property and non-compete issues – Data privacy and user consent – Transparency with investors and stakeholders – Marketing ethics and truth in advertising – Ethical issues in emerging technologies: AI ethics, algorithmic bias, privacy

4.2 Ethical Decision-Making Frameworks – Philosophical foundations: – Utilitarian approach (consequences) – Deontological approach (duties and rights) – Virtue ethics (character) – Justice and fairness approach – Applied frameworks: – The PLUS Model (Policies, Legal, Universal, Self) – Markkula Center Framework – Stakeholder impact analysis – Indian ethical frameworks: – Karmayoga: Nishkama Karma — action without attachment to results (Bhagavad Gita) – Kautilya’s Arthashastra: ethics of governance and leadership – Swami Vivekananda on character and leadership – Integral Humanism (Deendayal Upadhyaya) – Gandhian trusteeship model

4.3 Building the Right Culture and Values – The leader’s role as the chief culture officer – Defining and communicating core values – Values-based hiring and onboarding – Aligning incentives with values – Walking the talk: leading by example – Identifying and addressing toxic culture early – Case examples of culture failures in startups (Theranos, Uber, WeWork)

4.4 Corporate Social Responsibility (CSR) and ESG – CSR: evolution from philanthropy to strategic CSR – CSR in startups vs. established corporations – Section 135 of the Companies Act, 2013 — applicability to startups – Environmental, Social, and Governance (ESG) framework: – Environmental: carbon footprint, resource efficiency, circular economy – Social: labor practices, community engagement, diversity and inclusion – Governance: board composition, transparency, stakeholder rights – ESG reporting standards and investor expectations – The rise of impact investing and ESG-focused venture capital

4.5 Sustainable Business Practices and Models – Triple Bottom Line: People, Planet, Profit – Sustainable Development Goals (SDGs) and entrepreneurial opportunities – Circular economy business models – B-Corporations and benefit corporation legal structures – Social entrepreneurship: definition, models, and examples – Case studies of sustainable ventures: – Patagonia: mission-driven leadership – Selco India: sustainable energy for the poor – Aravind Eye Care: scalable social enterprise – Barefoot College: community-based sustainability – Designing sustainability into the business model from day one – Greenwashing vs. genuine sustainability — how leaders can ensure authenticity

4.6 Leadership and Shaping Sustainability in Business Models – The leader’s role in championing sustainability – Stakeholder capitalism: moving beyond shareholder primacy – Measuring and communicating sustainability impact – Building partnerships for sustainability: NGOs, government, communities – The future of sustainable entrepreneurship

Tutorial Activities (Unit 4):

1. Ethical dilemma workshop: Analyze real startup ethical cases (Theranos, Uber culture, Facebook-Cambridge Analytica) using multiple ethical frameworks
2. Values articulation exercise: Draft a personal leadership values statement and a sample company values charter
3. ESG audit exercise: Select a publicly listed startup/company and evaluate its ESG disclosures and performance
4. Social venture design challenge: In teams, design a business model for a social enterprise addressing a specific SDG
5. Debate: “Shareholder value vs. Stakeholder value — which should entrepreneurial leaders prioritize?”
6. Reflective essay: “What kind of entrepreneurial leader do I want to become?” — integrating learnings from all four units

5. Pedagogy

The course employs an intensive, participatory pedagogy leveraging the 2 tutorial hours per week:

Method	Description	Weightage
Interactive Lectures	Concept delivery with real-world examples, multimedia, and guest perspectives	30%
Case-Based Learning	In-depth analysis of Indian and global entrepreneurial leaders and ventures	25%
Experiential Tutorials	Role plays, simulations, self-assessments, creativity workshops, and team exercises	25%
Reflective Practice	Personal leadership journals, values articulation, and peer feedback	10%
Self-Learning	Assigned readings, research on entrepreneurial leaders, and online resources	10%

Learning Resources:

• Case Studies: Harvard Business School, Ivey Publishing, IIM Ahmedabad case collections
• Simulations: Leadership decision-making simulations
• Guest Speakers: Entrepreneurs, founders, venture capital investors
• Multimedia: Founder interviews, leadership talks (TED, Harvard i-lab), documentary excerpts

6. Textbooks and References

Primary Textbooks (Latest Editions):

1. Northouse, P. G. — Leadership: Theory and Practice, Sage Publications.
2. Robbins, S. P., & Judge, T. A. — Essentials of Organizational Behavior, Pearson.
3. Ries, E. — The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses, Crown Currency.
4. Christensen, C. M., Raynor, M. E., Dyer, J., & Gregersen, H. — The Innovator’s DNA: Mastering the Five Skills of Disruptive Innovators, Harvard Business Review Press.

Supplementary References:

1. Christensen, C. M. — The Innovator’s Dilemma, Harvard Business Review Press.
2. Christensen, C. M. — How Will You Measure Your Life?, Harvard Business Review.
3. Collins, J. — Good to Great: Why Some Companies Make the Leap… and Others Don’t, HarperBusiness.
4. Dweck, C. — Mindset: The New Psychology of Success, Ballantine Books.
5. Sarasvathy, S. D. — Effectuation: Elements of Entrepreneurial Expertise, Edward Elgar.
6. Blank, S., & Dorf, B. — The Startup Owner’s Manual, K&S Ranch.
7. Sinek, S. — Start with Why: How Great Leaders Inspire Everyone to Take Action, Portfolio.
8. Kim, W. C., & Mauborgne, R. — Blue Ocean Strategy, Harvard Business Review Press.
9. George, B. — Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value, Jossey-Bass.
10. Goleman, D. — Emotional Intelligence: Why It Can Matter More Than IQ, Bantam Books.

Indian Context Readings:

1. Sankaran, S. — Indian Insights on Leadership, Wiley India.
2. Sharma, S. — The Monk Who Sold His Ferrari, Jaico Publishing.
3. Kautilya’s Arthashastra (translated by R. Shamasastry) — selected chapters on leadership and governance.
4. Vivekananda, S. — Karma Yoga: The Yoga of Action, Advaita Ashrama.
5. Munshi, K. M. — Krishnavatara (Leadership lessons from Krishna).

Research Papers and Articles:

1. Van Vugt, M., & Ronay, R. (2014). The Evolutionary Psychology of Leadership: Theory, Review, and Roadmap. Organizational Psychology Review, 4(1), 74–95.
2. Fries, A., Kammerlander, N., & Leitterstorf, M. (2021). Leadership Styles and Leadership Behaviors in Family Firms: A Systematic Literature Review. Journal of Family Business Strategy, 12(1), 100374.
3. Sarasvathy, S. D. (2001). Causation and Effectuation: Toward a Theoretical Shift from Economic Inevitability to Entrepreneurial Contingency. Academy of Management Review, 26(2), 243–263.
4. Kuratko, D. F. (2007). Entrepreneurial Leadership in the 21st Century. Journal of Leadership & Organizational Studies, 13(4), 1–11.
5. Renko, M., El Tarabishy, A., Carsrud, A. L., & Brannback, M. (2015). Understanding and Measuring Entrepreneurial Leadership Style. Journal of Small Business Management, 53(1), 54–74.

Suggested Case Topics:

1. Ratan Tata: Ethical Leadership — Ivey Publishing (W17258-PDF-ENG)
2. Entrepreneurial Leadership in Forming High Tech Enclaves: Lessons from the Government of Andhra — Harvard Business School (308079-PDF-ENG)
3. Leadership Lessons from India — Harvard Business Review (R1003G-PDF-ENG)
4. The Rise and Fall of Travis Kalanick at Uber — analysis of leadership challenges in hypergrowth
5. Kiran Mazumdar-Shaw and Biocon — building a world-class biotech company in India
6. Patagonia: Yvon Chouinard’s Mission-Driven Leadership — sustainability and profit
7. Infosys: Founding Team Leadership — shared leadership and professionalization

Online Resources:

1. Stanford eCorner — Entrepreneurial Thought Leaders Series — https://ecorner.stanford.edu
2. Harvard Innovation Labs — https://innovationlabs.harvard.edu
3. Y Combinator Startup School — https://www.startupschool.org
4. TED Talks on Leadership — https://www.ted.com/topics/leadership
5. Indian Startup Ecosystem Reports — NASSCOM, Inc42, YourStory

7. Weekly Teaching Plan (15 Weeks)

Week	Unit	Lecture Topics (2 hrs)	Tutorial Activities (2 hrs)	Hours
1	Unit 1	Introduction to Leadership & Entrepreneurship; defining entrepreneurial leadership; historical evolution	Leadership self-assessment (MBTI/entrepreneurial orientation); class discussion on leader vs. entrepreneur	4
2	Unit 1	Social, Managerial, and Entrepreneurial Leadership — comparative analysis with examples	Case analysis: Compare two entrepreneurial leaders; group discussion on leadership archetypes	4
3	Unit 1	Trait Theory, Behavioral Theories (Ohio State, Michigan, Managerial Grid), Contingency Theories (Fiedler, Hersey-Blanchard, Path-Goal)	Role play: Applying situational leadership to venture scenarios; reflective exercise on Indian philosophical perspectives	4
4	Unit 1	Transformational, Transactional, Authentic, Servant, Level-5, Shared Leadership; entrepreneurial leader’s identity	Debate: “Are entrepreneurial leaders born or made?”; course checkpoint quiz	4
5	Unit 2	Creativity and innovation; creative process; barriers to creativity; creativity techniques (brainstorming, SCAMPER, Six Hats)	Creativity workshop: Apply SCAMPER and Six Thinking Hats to a real product challenge	4
6	Unit 2	Innovation management; types of innovation; founder as Chief Innovation Officer; The Innovator’s Dilemma	Case analysis: “The Innovator’s Dilemma” applied to an Indian startup; IP strategy exercise	4
7	Unit 2	Entrepreneurial mindset: growth mindset, effectuation theory, bricolage, cognitive biases	Effectuation exercise: “Build a venture from your means”; personal mindset assessment	4
8	Unit 2	Lean Startup methodology; MVP; pivot vs. persevere; Agile leadership; future of work	Pivot/Persevere simulation; virtual team leadership scenario	4
9	Unit 3	Leadership across venture lifecycle: startup stage — vision, founding teams, bootstrapping	Team building simulation: Form mock founding teams, assign roles, draft team charter	4
10	Unit 3	Growth and scaling stage — founder-to-CEO transition, delegation, professionalization; maturity and renewal	Role play: Founder-to-CEO transition challenges; guest session with startup founder	4
11	Unit 3	Case studies of prominent entrepreneurial leaders (Indian and global); comparative analysis	Student group presentations: Leadership journey analysis of chosen entrepreneurial leaders	4
12	Unit 3	Organizational design for startups; people management; building teams; managing growth, change, conflict, and transition	Crisis leadership simulation: Respond to a startup crisis scenario	4
13	Unit 4	Ethics and social responsibility in entrepreneurship; ethical challenges in startups; ethical decision-making frameworks	Ethical dilemma workshop: Analyze Theranos, Uber, and other startup ethics cases using multiple frameworks	4
14	Unit 4	Indian ethical frameworks (Karmayoga, Arthashastra, Gandhian trusteeship); building culture and values; CSR and ESG	Values articulation exercise; ESG audit of a selected company	4
15	Unit 4	Sustainable business models; social entrepreneurship; B-Corps; stakeholder capitalism; the future of entrepreneurial leadership	Social venture design challenge (team presentations); reflective essay submission; course wrap-up	4

8. Assessment Scheme

8.1 Internal Assessment (40 Marks)

Component	Description	Marks
Mid-Semester Test (Best 2 out of 3)	Written tests covering Units 1 & 2	15
Case Study Analysis & Presentation	Team-based analysis of an entrepreneurial leader (written report + presentation)	10
Reflective Leadership Journal	Individual journal with weekly entries on personal leadership insights	5
Tutorial Participation & Activities	Active participation in simulations, role plays, workshops, and discussions	5
Quiz (2 quizzes)	Objective-type quizzes covering course concepts	5
Total Internal		40

8.2 External Assessment (60 Marks)

Component	Marks
End-Semester Examination	60
Total External	60

8.3 Question Paper Blueprint (End-Semester)

Unit	Weightage	Marks
Unit 1: Foundations of Entrepreneurial Leadership	25%	15
Unit 2: Leading with the Entrepreneurial Mindset	25%	15
Unit 3: Leadership Challenges and Strategies	30%	18
Unit 4: Ethical and Sustainable Entrepreneurship	20%	12
Total	100%	60

Question Pattern:

• Section A: Short answer/conceptual questions (6 × 2 = 12 marks) — covering all units
• Section B: Analytical/descriptive questions with internal choice (4 × 8 = 32 marks)
• Section C: Case-based/application question (1 × 16 = 16 marks) — compulsory

9. Mapping of Course Outcomes to Assessment

Course Outcome	Assessment Method(s)
CO1: Compare leadership theories and assess applicability to entrepreneurial contexts	Quiz, Mid-Semester Test, End-Semester Exam (Section A & B)
CO2: Demonstrate entrepreneurial mindset using creativity, effectuation, and lean startup methods	Tutorial activities, Reflective journal, Case presentation, End-Semester Exam (Section B)
CO3: Formulate strategies for venture leadership challenges	Role play/simulation performance, Case presentation, End-Semester Exam (Section C — case-based)
CO4: Design ethical and sustainable venture models	Social venture design challenge, Reflective essay, End-Semester Exam (Section B & C)

10. Integration with Other Honours Components

This course directly supports the following components of the BBA Honours program:

Honours Component	Integration
Dissertation (SEC701/SEC801)	Students may apply entrepreneurial leadership frameworks to analyze leadership challenges in startups or SMEs as their dissertation topic
Summer Internship II (SEC702)	Students interning at startups or entrepreneurial ventures can apply course concepts to real-world leadership observation
Discipline Specific Electives	The course complements Finance electives (venture funding), Marketing electives (growth marketing), and HR electives (talent acquisition in startups)
Entrepreneurship and Startup Ecosystem (CC401)	This course builds on the foundational entrepreneurship knowledge from Semester IV

Note: This syllabus is aligned with the AICTE Model Curriculum for UG Degree in BBA (NEP-2020). Universities and institutions may adapt the content within the overall framework. Course content may be updated to reflect current developments in entrepreneurial leadership practice, emerging venture models, and evolving regulatory frameworks.

Prepared as part of the BBA (Honours) Program — Core Course, Semester VII