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The Intersection of Leadership and Entrepreneurship: Mutual Lessons to Be Learned
Abstract
Leadership scholars are quite familiar with the often convoluted and problematic path that leadership theory has taken. Despite these challenges, leadership is currently considered a bmature fieldQ [Hunt, J.G., & Dodge, G.E. (2000). Leader Deja Vu all over again. The Leadership Quarterly, 11 (4), 453–458] even though this maturity has not been achieved without considerable growing pains. Similar to the path that leadership scholars have taken, those who study entrepreneurship also struggle with issues associated with a field in its early stages. This review examines the intersection between the fields of leadership and entrepreneurship with an emphasis on how the path taken by leadership research can inform entrepreneurship and possibly lessen this young field's growing pains. We first identify several areas where these fields theoretically converge (both in the models employed and the research questions addressed). Next, we take a historical perspective of leadership and entrepreneurship by identifying the life cycle stage of each construct or domain. Finally, we conclude with some thoughts on how the entrepreneurship field may avoid (or is avoiding) the pitfalls experienced by those who study leadership.
... As an emergent area of inquiry, research on entrepreneurial leadership has drawn considerably from entrepreneurship and leadership research. This is unsurprising, given the conceptual overlaps between both fields (Vecchio, 2003;Cogliser and Brigham, 2004) and the positioning of entrepreneurial leadership at their "nexus" (Leitch et al., 2013). Aside from concepts such as situational or authentical leadership, entrepreneurial orientation and entrepreneurial opportunity, one source of conceptual inspiration among entrepreneurial leadership researchers has been transformational leadership theory. ...
... Further, the review used a three-stage framework by Reichers and Schneider (1990) to comparatively assess how the concepts of entrepreneurial leadership and transformational leadership have evolved relative to each other. The framework was initially used by Reichers and Schneider (1990) to explore how the concepts of 'culture' and 'climate' evolved in management research and has been used by others sincenotably in entrepreneurship and leadership research (Hunt, 1999;Cogliser and Brigham, 2004;Iszatt-White and Kempster, 2019). Broadly, the three stages of the framework are concept introduction and elaboration, concept evaluation and augmentation and concept consolidation and accommodation. ...
... As a testament to its utility, the framework has indeed spurred fruitful discussions and suggestions for research pathways in related fields. For example, Cogliser and Brigham (2004) compared the life cycles of entrepreneurship and leadership research, identifying some common research problems and pathways between both in relation to definitions, process research and levels-of-analysis challenges. In doing so, Cogliser and Brigham (2004) valuably highlight how the historical analysis undertaken via the threestage model allows them to understand the 'growing pains' of a less mature field and how these may be overcome given the trajectory of more mature counterparts. ...
Purpose
This article provides a historical-comparative conceptual analysis of entrepreneurial leadership and transformational leadership, aiming to critically appraise how the latter has informed the former.
Design/methodology/approach
A narrative review methodology and three-stage framework is used to develop the analysis and structure the discussion. The framework consists of the following three stages – concept introduction and elaboration, concept evaluation and augmentation and concept consolidation and accommodation.
Findings
The key ‘narrative’ emerging from the review concerns how entrepreneurial leadership as a concept has evolved into a re-iteration of the transformational leadership approach, absorbing the conceptual merits, and more significantly, conceptual flaws of the latter. Notable critiques of transformational leadership theory, namely, a lack of conceptual clarity, over-reliance on quantitative methodologies and the ‘heroic bias,’ can similarly be raised against existing research on entrepreneurial leadership. To redress these issues, the conceptual, methodological and practical implications of the historical-comparative analysis are outlined, which includes avenues for further research – with and without key elements of transformational leadership theory.
Originality/value
The article is the first to discuss the historical evolution of entrepreneurial leadership as a concept in relation to transformational leadership theory, which has been influential in research on the former. In particular, the critical analysis illustrates how the conceptual evolution of entrepreneurial leadership has failed to acknowledge the significant limitations associated with transformational leadership theory, despite considerable application of it.
... Leitch and Volery [5] examined entrepreneurs' unique traits and personalities. Entrepreneurial leaders' ability to guide innovation and discover opportunities has been highlighted in previous studies [44,45]. Gupta et al. [30]'s entrepreneurial leadership framework tackles entrepreneurial leaders' psychological and functional challenges. ...
... Entrepreneurial leadership is a strategic approach that coordinates and motivates operational systems and personnel within organizations to achieve fundamental principles like risk-taking, capitalizing on opportunities, fostering innovation, establishing competitive advantages, and enhancing entrepreneurs' capabilities [30]. It intersects entrepreneurship and leadership [40,45], guiding employees to pursue visionary objec-tives [86]. The values and perspectives of the leadership team significantly influence the organization's strategy and performance. ...
... Entrepreneurial leadership is a strategic approach that coordinates and motivates operational systems and personnel within organizations to achieve fundamental principles like risk-taking, capitalizing on opportunities, fostering innovation, establishing competitive advantages, and enhancing entrepreneurs' capabilities [30]. It intersects entrepreneurship and leadership [40,45], guiding employees to pursue visionary objectives [86]. The values and perspectives of the leadership team significantly influence the organization's strategy and performance. ...
The ability of management to influence employee attitudes and behaviours towards organizational goals is pivotal for an organization’s competitiveness, development, and survival. The study’s objective was to investigate the link between entrepreneurial leadership, competitive advantage, and manufacturing development, mediated by employees’ innovative behaviour, via the lens of resource-based view theory. Convenience sampling was used to collect quantitative data from the 378 manufacturing sector employees through the use of a cross-sectional design. There is a lack of research on the underlying mechanisms by which leaders influence organizational processes, such as innovation stimulation. This study explores the psychological mechanisms influencing entrepreneurial leadership and employee innovative behaviour, revealing that entrepreneurial leadership reduces work uncertainty, encourages innovation, and significantly impacts a firm’s competitive advantage in the market. The findings of the study revealed that entrepreneurial leadership fosters an encouraging and supportive environment in the workplace, which in turn leads to a sustainable competitive advantage. Additionally, the findings showed that innovative behaviour significantly mediates the relationship between entrepreneurial leadership and competitive advantage. By expanding the applicability of resource-based view theory, the results of this research also contribute to the comprehension of the interplay between innovative attitudes, manufactural development, competitive advantage, and leadership, specifically in the context of manufacturing sector organizations.
... A leader's capacity to develop a vision, accomplish something new, unite a team, and produce innovation through the application of a planned process is referred to as entrepreneur leadership (Cogliser and Brigham, 2004) and it is the type of leadership needed in companies (Bilal et al., 2021). The dimensions normally used to indicate entrepreneurial leadership include vision, creativity, and planning and these are required to ensure the survival and success of small, medium, or large companies (Gunawan and Cahayani, 2022). ...
... The first variable, entrepreneurial orientation has three dimensions which are risk-taking, innovativeness, and proactiveness (Lumpkin and Dess, 1996). The second variable, entrepreneurial leadership, also has three dimensions which include vision, planning, and creativity (Cogliser and Brigham, 2004). The third variable, corporate entrepreneurship also has three dimensions which are management support, reward or incentive, and time availability (Hornsby et al., 2013). ...
... A leader needs to be visionary, creative, and have good planning to ensure better performance in an organisation or company (Cogliser and Brigham, 2004). It is also essential for corporate leaders with an entrepreneurial spirit to put efforts into understanding their firm by liaising with top-level management, developing relationships through influence, and showing an interest in learning in order to be on the path to success. ...
... Despite work across both domains, entrepreneurship and leadership remain ambiguous concepts. There exist considerable overlaps and parallels, both historically and conceptually (Cogliser and Brigham, 2004;Galloway et al., 2015;Harrison et al., 2023), with some researchers defining entrepreneurship as leadership within a narrow context (Vecchio, 2003). This research has led to the emergence of a new paradigm known as "Entrepreneurial leadership" (Ahmed and Harrison, 2022;Clark et al., 2019;Cogliser and Brigham, 2004;Fernald et al., 2005;Harrison et al., 2016a;2016b;2018;Kuratko, 2007;Roomi and Harrison, 2011). ...
... There exist considerable overlaps and parallels, both historically and conceptually (Cogliser and Brigham, 2004;Galloway et al., 2015;Harrison et al., 2023), with some researchers defining entrepreneurship as leadership within a narrow context (Vecchio, 2003). This research has led to the emergence of a new paradigm known as "Entrepreneurial leadership" (Ahmed and Harrison, 2022;Clark et al., 2019;Cogliser and Brigham, 2004;Fernald et al., 2005;Harrison et al., 2016a;2016b;2018;Kuratko, 2007;Roomi and Harrison, 2011). ...
... However, despite the growing interest and developing perspectives related to entrepreneurial leadership, empirical development of the concept has been hindered by the lack of focused research and the absence of adequate tools for assessing a leader's entrepreneurial characteristics and behaviours (Renko et al., 2015). Notwithstanding the growing body of literature from both empirical and conceptual standpoints on entrepreneurial leadership (for example, Bagheri and Harrison, 2020;Cogliser and Brigham, 2004;Fernald et al., 2005;Flamholtz, 2011;Flamholtz and Kannan-Narasimhan, 2013;Flamholtz and Randle, 2021;Gupta et al., 2004;Kempster and Cope, 2010;Nicholson, 1998;Renko et al., 2015;Swiercz and Lydon, 2002), there is limited consensus on the conceptualisation of entrepreneurial leadership. ...
This article introduces the special issue on entrepreneurial leadership, comprising six papers. Through this special issue, our principal aim as guest editors is to promote the progress of this field by deepening our knowledge of leading in an entrepreneurial context. In doing so, we invited submissions that will enhance our present and future perspectives on leading in an entrepreneurial context. We welcomed 'research for' rather than 'research about' entrepreneurial leadership. We focused especially on empirical research on particular topics within the broad area of entrepreneurial leadership. Yet we also sought studies that promote the value of entrepreneurial leadership in education programmes. The resulting collection of six articles gives the readers wide exposure to different thoughts and brings together a multidisciplinary perspective on the intersection between entrepreneurship and leadership.
... The first factor was corporate entrepreneurship, comprising management support, rewards, and time availability (Kuratko et al., 2014). Conversely, entrepreneurial orientation included risk-taking and proactiveness (Covin and Lumpkin, 2011), while the last factor, entrepreneurial leadership, involved proper planning by a company leader (Cogliser and Brigham, 2004). This research provided new contributions and insights regarding the influence of corporate entrepreneurship in distribution companies. ...
... Innovation, developing internal structural designs, coordinating managerial levels, integrating ideas within an organisation, and risk management are challenges, which must be faced by corporate leaders in the era of disruptive innovation and directly impact corporate entrepreneurship activities (Kuratko and Neubert, 2018). Entrepreneurial leadership is the ability of a leader to set a vision, devise creative inventions, unite a team, and achieve innovation through the implementation of a planned process (Cogliser and Brigham, 2004). A leader must have a clear vision, think creatively, have far-reaching planning ideas to seize opportunities, and possess complete skills in a well-managed organisation to promote the exploration of opportunities that can improve company performance (Karol, 2015). ...
... From the corporate entrepreneurship factor, alternatives of management support, reward/incentive, and time availability were obtained (Hornsby et al., 2013). Also, risk-taking and proactive actions were achieved from the EO factor (Covin and Lumpkin, 2011), while an alternative for planning was realised from entrepreneurial leadership (Cogliser and Brigham, 2004). ...
... There are factors that are able to predict bond ratings which are important to study because they can help investors to sell or buy bonds in order to, they will be offered predict rank issued by bond rating agencies, including the following. The profitability ratio is calculated using ROA, which measures a company's ability to manage its assets to make a profit (Cogliser & Brigham, 2004;Brigham & Houston, 2019). The ratio of debt to revenue is a financial ratio that assesses a company's capacity to satisfy longterm obligations such as debt interest payments, debt principal payments, and other liabilities. ...
... According to Cogliser and Brigham (2004), profitability is the end result of some policies made by the company. The profitability ratio measures the income or success of a company's operations within a certain time (Glaser & Walther, 2013;Dewi & Utami, 2020). ...
Bond ratings are critical for firms that issue them, as they reflect the company's risk level. A higher bond rating typically leads to lower costs for the company. Most investors tend to avoid bonds with poor credit ratings. This research aims to examine how profitability, liquidity, and leverage influence bond prices, using bond ratings as a key variable. The study population comprises all firms listed on the Indonesian stock market from 2019 to 2021, totaling 116 entities. Through purposive sampling, the research focused on 72 companies that met specific criteria: firms that issued reports in rupiah, generated profits, and were rated by PT Pefindo. The study employed path analysis to test the hypotheses. The findings reveal that profitability, liquidity, and leverage have minimal impact on bond ratings. Furthermore, changes in liquidity and leverage do not affect bond prices. However, profitability and bond ratings significantly influence bond prices. The study also shows that bond ratings do not mediate the effects of liquidity and leverage on bond prices. Nonetheless, bond ratings reflect the yield of bond prices. In conclusion, this study finds that while profitability, liquidity, and leverage do not significantly affect bond ratings, bond prices are influenced by profitability and bond ratings. The practical implications suggest that bond ratings and bond prices play a pivotal role in enhancing company performance, particularly in terms of managing liquidity to meet interest and installment obligations and leveraging strategies to boost income.
... Entrepreneurial leadership emerges at the intersection of entrepreneurship and Leadership (Cogliser & Brigham, 2004;Vecchio, 2003). ...
... Second, examine environmental factors and contexts in which organizational leaders are adept at applying entrepreneurial principles and strategies in carrying out their roles and duties, and third, observe the social process where entrepreneurial leaders influence other people to realize their vision. Entrepreneurial leadership in the success of entrepreneurial ventures has been highlighted by various studies such as (Cogliser & Brigham, 2004;Vecchio, 2003). Additionally, there is a need to develop leadership styles coherent with today's entrepreneurial settings. ...
This research analyzes entrepreneurial leadership and orientation's influence on business performance with competence as a mediating variable in Bakery SMEs in Surakarta City. The design of this research is explanatory causality research with a quantitative approach. The number of samples is determined using Slovin and simple random sampling of 189 respondents. The analytical tool used was SPSS description analysis. The study results showed entrepreneurial orientation, leadership, competence, and business performance perceptions. Entrepreneurial orientation in SMEs in Surakarta is empirically reflected by the courage to take risks, innovativeness, economy, and reactivity. The indicator of daring to take risks has the highest contribution value, especially regarding the courageous attitude of business actors to accept risks from the business they are running. Entrepreneurial Leadership in SMEs in Surakarta is empirically reflected by being brave enough to act, sociable, broad-minded, big-hearted, and self-confident. The self-confidence indicator has the highest contribution value, especially regarding the ability of bread SMEs in Surakarta to run a business that never gives up from the various obstacles they face. Knowledge, skills, self-concept, character, and motives empirically reflect competence.
... For instance, and as it will be discussed in detail, the existing research draws in various ways from entrepreneurship and leadership studies. On the one hand, this is reasonable given the thematic points of convergence between both (Reid et al. 2018;Cogliser and Brigham 2004;Vecchio 2003;Becherer et al. 2008). However, drawing on two areas of such rich scholarly inquiry can also inadvertently create a patchwork of ideas where an understanding of the conceptual core of entrepreneurial leadership is sorely needed. ...
This article discusses findings from a review of entrepreneurial leadership research, which was motivated by an identifiable lack of (i) systematic reviews of the literature and (ii) conceptual clarity in relation to the topic. Accordingly, the first part of the article presents a systematic review of the literature and discusses how the extant research pertains to entrepreneurship and leadership studies. Findings from the review are organized into 8 key themes, which overall highlights a problem of fragmentation and certain other tensions in the existing literature. Building on this, the second part of the article attempts to conceptually integrate the literature via the notion of ‘strategic interfaces’. The article thus argues in favour of understanding entrepreneurial leadership at the intersections of strategic actors whose roles and actions are consequential for organizations. Existing research on entrepreneurial leadership is discussed in terms of a framework for strategic interfaces, and future research opportunities are identified. Overall, this article contributes by comprehensively reviewing entrepreneurial leadership research that has been published in high-quality journals, outlining the conceptual contours of this body of work, and utilizing the notion of ‘strategic interfaces’ to conceptually integrate the literature and suggest ways forward for entrepreneurial leadership research.
... another factor of management is considered one of the resources that can foster creativity in the course of establishing favorable conditions for experimenting and risk-taking by workers (henker et al., 2015). scholars and professionals have focused more on business leadership and participative leadership because leadership has been regarded as a source of innovation (chen, 2007;chen et al., 2020;cogliser & Brigham, 2004;Dabić et al., 2021;Yang & Bentein, 2023;Zahedi et al., 2024). ...
This study presents a comprehensive bibliometric and content analysis of employee creativity and innovation research in business and management from 2001 to 2024. Using data from Scopus and Web of Science, the study applies co-occurrence analysis, thematic mapping, and social network analysis to uncover intellectual and conceptual structures in the field. This analysis identifies five thematic domains: (1) Leadership and Employee Creativity, (2) Organizational and Institutional Contributions, (3) Regional and Cultural Contexts of Innovation, (4) Thematic Evolution from Individual to Structural Perspectives, and (5) Underexplored Psychological Constructs in Creativity. The findings highlight the increasing focus on leadership’s role in fostering innovation, the transformative influence of AI, and the importance of cultural intelligence in shaping creative behaviors. Co-citation network analysis reveals strong linkages between leadership styles and innovation outcomes, while thematic evolution suggests a transition from broad creativity research to more nuanced studies on digital transformation and knowledge-sharing. Despite growing research interest, gaps remain in understanding market-driven innovation, self-efficacy, and cultural diversity in creativity. By mapping the intellectual trajectory of the field, this study provides insights for scholars and practitioners, emphasizing emerging themes such as AI-enabled creativity, sustainability-driven innovation, and the need for cross-cultural perspectives in organizational creativity research.
... Entrepreneurial leadership is a specific phenomenon situated at the nexus between the fields of leadership and entrepreneurship (Bagheri & Harrison, 2020;Clark et al., 2019;Cogliser & Brigham 2004;Fernald et al., 2005;Gupta et al., 2004;Huang et al., 2014;Koryak et al., 2015;Renko et al., 2015;Simba & Thai, 2019). Whereas leadership involves influencing others to understand and to agree about what needs to be done and how to do it, including assisting individuals and groups in achieve important goals (Yukl, 2020), entrepreneurship refers to the process by which opportunities to create goods are discovered, evaluated, and exploited (Shane & Venkataraman, 2000). ...
Entrepreneurial leadership plays an important role in enhancing firms’ financial performance. However, relatively few studies have examined the underlying explanation for this virtuous effect. This research aims to study the influence of business owners’ entrepreneurial leadership on the financial performance of small and medium sized enterprises’ (SMEs) and to examine the mediating roles of intellectual capital and innovation capabilities in the relationship between entrepreneurial leadership and financial performance. Survey data were collected by mail from 105 business owners or top executives and 1,001 employees in 105 SMEs in the manufacturing sector in the southern region of Thailand. In particular, entrepreneurial leadership was evaluated by the employees, while intellectual capital, innovation capabilities, and financial performance were evaluated by the business owners or top executives. Structural equation modeling (SEM) was used for analysis of the proposed moderated mediation model. The results confirmed that entrepreneurial leadership has an indirect influence on the financial performance of SMEs via the sequential mediating roles of intellectual capital and innovation capabilities. Moreover, the influence of innovation capabilities on financial performance was found to be stronger among SMEs that employed a higher level of differentiation strategies. The results from this research indicate that owners of SME businesses can play an important role in fostering their firms’ intellectual capital, which, in turn, influences the firms’ innovation capabilities and financial performance.
... However, while most studies focus on larger enterprises, exploring the influence of entrepreneurial leadership in SMEs remains limited [39,40]. The existing literature underscores the significance of entrepreneurial leadership in driving startup success [41][42][43]. ...
This research examines how sustainability driven innovation and performance factors influence Nepali tourism-oriented small and medium enterprises (SMEs) operating with limited resources. It investigates the relationships between entrepreneurial leadership (EL), network orientation (NO), and entrepreneurial orientation (EO) by integrating the Resource-Based View (RBV) and Strategic Fit Theory. The study positions strategic flexibility (SF) as a moderator between EL and NO in shaping startup performance (SP), with technological innovation capabilities (TIC) acting as a mediator. EO plays a critical role in startup success, helping businesses overcome resource constraints and adopt sustainable practices such as green technologies and energy-saving methods. Through TIC, SMEs convert strategic orientations into competitive advantages, enabling them to address environmental and social sustainability challenges. In Nepal’s fragmented tourism sector, NO and EL do not directly affect organizational performance. However, the findings confirm that SF’s adaptive capability bridges EL and SP, underscoring adaptability as a key driver of sustainable growth. The research provides valuable insights into tourism and entrepreneurship in resource-scarce settings, highlighting adaptive strategies and technological advancement as critical for resilience and long-term sustainability. To explain how tourism SMEs in resource-constrained contexts, such as Nepal, achieve sustainable growth, the study integrates the Resource-Based View (RBV) and Strategic Fit Theory. The findings indicate that strategic flexibility (SF) and technological innovation capabilities (TIC) play significant mediating and moderating roles in linking entrepreneurial strategies to performance within fragile ecosystems. While previous research has primarily focused on advanced economies, this study demonstrates how SF and TIC mediate entrepreneurial strategies in fragile environments, offering practical implications for sustainable development in emerging markets.
... Leadership as a field has been well-versed for a much longer period as opposed to the growth of entrepreneurship, which has been a relatively younger field compared to its counterparts in management (Cogliser & Brigham, 2004). As discussed in the previous sections, leadership has evolved through many theoretical lenses, and understanding how the two are connected to each other has been explored by some key authors in the field. ...
This chapter explores the dynamic interplay between entrepreneurial resilience and leadership transformation in the context of Sri Lanka. Against the backdrop of a rapidly evolving economic landscape and the challenges posed by global uncertainties, this chapter aims to uncover the strategies employed by entrepreneurs to navigate and thrive in the face of adversity. The focus is placed on the transformative role of leadership in fostering entrepreneurial resilience, shedding light on the specific leadership traits, behaviors, and practices that contribute to sustained business success.
Three case studies covering three distinctive industries were selected. The interview participants were all from the senior management of the respective enterprises in Sri Lanka. The NVivo analysis method was used for initial coding, and themes were derived from literature as well as empirics. Through a comprehensive examination of real-world experiences and organizational outcomes, the study seeks to identify possible relationships between leadership transformation and entrepreneurial resilience.
Key themes explored in the chapter include the resilience mindset, upskilling, and reskilling employees through transformational leadership and entrepreneurial spirit. The findings aim to provide valuable insights for entrepreneurs and business educators seeking to enhance entrepreneurial resilience in Sri Lanka and beyond.
Ultimately, this research contributes to the broader understanding of the intricate relationship between leadership transformation and entrepreneurial resilience, offering practical implications in a rapidly changing global environment.
... Optimal styles of leadership are an essential topic during the pandemic (Bavel et al., 2020), because of both the influence that leaders can have on the behavior of their followers (Vroom & Jago, 2007) and the importance of an effective leader for business development (Cogliser & Brigham, 2004). The capacity to innovate is fundamental to keeping a company active in the market, and transformational leadership, which has been studied for over twenty years, is considered one of the central leadership styles in innovation (Wang et al., 2011). ...
O estudo analisou o comportamento da liderança transformacional na crise sanitária global causada pela COVID-19. Os resultados de uma pesquisa com líderes empresariais no Brasil sugerem que há diferenças entre os indicadores e sua relação com novas ideias durante o período. As dimensões de ser inovador e incentivar o desenvolvimento individualizado da equipe foram identificadas como os principais indicadores preditivos da capacidade de implementar ações inovadoras, o que é uma capacidade importante para a sobrevivência empresarial em tempos de crise. A estratégia metodológica adotada foi a análise de regressão logística. O artigo faz três contribuições principais: teoricamente, identifica indicadores particulares de liderança transformacional como preditores de ações inovadoras implementadas em empresas durante uma crise real; metodologicamente, a análise resgatou as características originais da escala de liderança transformacional ao usá-la como uma ferramenta formativa; e, praticamente, os achados de diferenças nos resultados comportamentais de indicadores particulares podem equipar os profissionais com informações úteis para a gestão e na área de recrutamento e treinamento.
... Authors point out that leadership represents an organisational antecedent allowing companies to develop their identification and response capacities in order to react (Prabhu and Srivastava, 2023). The leadership theme is of great scientific concern (Cogliser and Brigham, 2004;Horchani et al., 2022). According to Bass and Stogdill (1990) leadership is one of the oldest universal concepts in the world. ...
Digitisation is an essential aspect concerning various academic fields and affecting practice. Digital contribution was the subject of multiple research streams. The present study seeks to examine relationships among digitalisation towards organisational agility through the mediating effect of leadership. To achieve the purpose, we conducted a quantitative study on 347 companies from the industrial sector. Data was gathered using a questionnaire survey. Based on structural equation modelling, the findings demonstrate that digitalisation is an important driver of organisational agility. The results confirm a positive mediating role of leadership on the verified link. The study highlighted that leadership is more than an individual behaviour. Leadership depends on the collective and it is dispensed across the entire organisation during the digital change management. The findings give original support for practitioners and academicians. The study contributed to the knowledge field by providing empirical evidence and therefore a valuable knowledge repository about the leadership and its effect on agility in a digital word.
... In the context of a contingent, ambiguous, and dynamic social reality, leader-centred models of leadership, which focus on an individual responsible for influencing or motivating others (Benmira & Agboola, 2021), are of little relevance to Learning Developers (Schweiger et al., 2020). However, the process of emergence and recognition of leadership in third space must take place against a backdrop of leadership theory with roots in organisational and social psychology (Hogg, 2001), political science (Kane et al., 2009), entrepreneurship and management (Cogliser & Brigham, 2004). Despite higher education attracting its own leadership-related literature, it is less developed, with a hierarchically bounded focus on continual improvement and change management (Bryman, 2007;Doyle & Brady, 2018). ...
Learning Development is founded on multidisciplinary partnerships and collaboration, which can make it difficult for practitioners to recognise leadership in themselves and have it recognised by others, stymieing progression and confidence. This study aims to explore what leadership looks like in a collaborative, community-driven, third space field of practice, and how Learning Development practitioners might recognise leadership in themselves and enact it in practice. Based on based on semi-structured interviews, a phenomenological approach is taken to explore the perceptions and experiences of 20 participants who self-identify as Learning Developers with an interest in leadership. Four key themes emerged from the analysis: Being in the role; Being part of a team; Being part of a community; and Taking a wider view. Each indicates how leadership in Learning Development is values-driven, social, networked, critical, and operates on the three levels of team, community, and field. The interrelationships between these are expressed as a model for strategic influence driven by collaborative connections, and findings suggest that practitioners act as a hub through which knowledge and connections can flow. Given the challenges currently facing the higher education sector, it is vital that institutions are able to harness these crucial roles to remain flexible, responsive, and effective. This study provides a means for recognition and advancement in fields that lack the clear progression routes of academic and professional services colleagues.
... For family businesses, as mentioned earlier, leadership and entrepreneurship are overlapping in several aspects as vision, influence, innovation and planning (Cogliser and Brigham, 2004). This can be most clearly observed in family businesses who are led by the founder (s). ...
Today, family businesses worldwide navigate various challenges to thrive. Effective leadership, capable of managing the complexities of family, business and ownership, is critical to sustaining their entrepreneurial activity in the long-term. Our aim with this chapter is to contribute to the understanding of leadership in the context of family businesses. To achieve this goal, we review the concept of leadership and current approaches to understanding it, explore the implications of being a leader in the family business context, examine the challenges and opportunities of leadership succession, propose a further research agenda, and elaborate on the implications for theory and practice.
... Entrepreneurs value risk-taking, and leaders organize and motivate the firm's operational system and employees to achieve these goals (Cogliser & Brigham, 2004). EO and Page 6 of 34 Yadav et al. ...
The purpose of this paper is to analyze the impact of various dynamic capabilities (Innovation (IN), entrepreneurial leadership (EL), Social media (SM), and digital technology (DT)) on Business performance (BP). This study also analysis the mediating impact of talent management(TM), and Entrepreneurial orientation (EO) between EL, and Business performance. The reason for this is that in the handicraft industry SM, DT TM, and SR impact on business performance are still not fully understood. We have adopted a survey-based methodology from 410 handicraft artisans or entrepreneurs. Data was empirically analyzed to test the theoretical model of mediation through Smart partial least square method (SMART PLS-SEM) software. The study's findings prove entrepreneurial EL improves Business performance whereas the association between Social media (SM) and BP is insignificant. The mediating impact of Talent management, EO, and strategic resilience was statistically positive and significant and proved that bridging between BP and all three mediators supports and makes stronger EL for boosting business performance. Innovation, and digital technology, positively affect Business performance. This study explores artisans' formal entrepreneurial EL style. This study is unique because the Dynamic capability theory (DCT) as an extension of the resource-based view (RBV) has been used for critical business factors like EL, strategic resilience, Business performance, digital technology, innovation, and talent management in the handicraft sector will be extended. This study also proposes a new Digital capability view (DCV) for future study. This study will explore the theoretical and practical understating of (DCT) with managerial use of EL, Innovation, and TM for boosting Business performance.
... Effect of entrepreneurial leadership on organizational ambidexterity: A simple (Regression Coefficiency) test was used in the Enter method to test the direct effect of entrepreneurial leadership on the organizational ambidexterity variable. The results of the analysis presented in Table (8) and at the overall level show that there is an effect of the entrepreneurial leadership variable on the organizational ambidexterity variable, based on the calculated (F) value of (112.081), which is higher than the tabulated (F) value of (3.942) and with degrees of freedom (1,94), this was confirmed by the calculated value (F), the significance level value (0.000), which is much lower than the study's default significance level of (0.05), and the following results are also evident from the parameters of this analysis at the total level as explained in the table number (8): ❖ In light of the regression equation, the value of (B0) indicates the presence of organizational ambidexterity through its dimensions with a value of (1.297) when the value of entrepreneurial leadership and its dimensions is equal to zero, which indicates that organizational ambidexterity in the organizations under study, derives part of its characteristics from entrepreneurial leadership. Its dimensions were adopted by the current study, and from here we conclude that organizations' focus on entrepreneurial leadership leads to improving levels of organizational ambidexterity. ...
The current research aims to analyze the role and impact of entrepreneurial leadership represented by main dimensions (innovation, proactivity, risk taking) on organizational ambidexterity through main dimensions (exploratory ambidexterity, exploitative ambidexterity, structural ambidexterity) for leaders and managers in international organizations in the city of Erbil. The research has been focused on the philosophical concepts of the research variables and dimensions, and on the nature of the relationship and influence between these two variables. A hypothetical scheme was designed expressing the main hypothesis, and the questionnaire form was used as a means of obtaining data, as it was distributed to the managers of international organizations in the city of Erbil. The population of study was (203) managers, and (96) managers was chosen as sample for the research, the research followed a descriptive analytical approach in order to explain the sample size. Furthermore, the research figured out several conclusions, the most important of which were revealed by the results of the correlation on the positive role entrepreneurial leadership on organizational ambidexterity in the searched sample. After that, the research suggests the necessity of investing in the strong role of entrepreneurial leadership dimensions in attaining organizational ambidexterity, and directing this relationship towards serving the searched organizations. The scientific value of the research was represented in providing conceptual framework for the both variables and finding the relationship and influence between them in the organization under research.
... A social entrepreneur can expand one's business with another type of service to fulfill the changing needs of clients. In addition, Cogliser and Brigham (2004) reinforced the distinction between leadership and entrepreneurship. The intersection between these two important concepts can inform social entrepreneurship and possibly support informed teaching practices. ...
Promoting health and wellness is a focus of social entrepreneurs within the health care professions. With the educational offerings of social entrepreneurship expanding within the health care programs of post-secondary institutions, assessing its current knowledge state is essential. Decisions about how and what to teach should be grounded in the best available evidence. The purpose of this preliminary scoping review was to provide an overview of best practices in curriculum content and methods of teaching social entrepreneurship for students in the health care professions.
... Drawing on Ugoani's (2023) and Kajamaa and Tuunainen's (2022) works, it delineates primary and accessory leadership roles within the EC, considering distributed leadership dynamics. Dalati's (2015) theoretical framework is incorporated, exploring universally endorsed leadership behaviors, while Cogliser and Brigham's (2004) insights connect leadership challenges in entrepreneurship and organizational research. Mihalache et al. (2014) proposition of shared leadership is also discussed. ...
This paper delves into the intricate interplay of leadership dynamics, governance, and regulatory concepts within a South African university-based entrepreneurship center (EC). Guided by Kolb’s (2014) experiential learning model (Kolb, 2014), the research aims to understand how experiential learning shapes leadership and the “self” within the EC, unraveling the nuanced relationship between leadership, personal mastery, governance, and regulatory compliance. The methodology integrates experiential insights, literature reviews, and systems analysis. Key findings highlight the implicit integration of governance and regulatory concepts, ensuring ethical standards adherence. Senge’s (2006) fifth discipline model emphasizes the pivotal role of a learning culture, while concepts of governance structure learning processes and ensure compliance. Personal mastery aligns with governance, emphasizing leaders’ responsibility for ethical standards and continuous self-improvement. Short’s (1998) insights on learning in relationships and Kaner’s (2014) facilitation guide contribute to the governance of participatory decision-making processes within the EC. The methodology contributes to a conceptual framework exploring the reciprocal influence between leadership and the “self”. The study concludes by offering actionable strategies for EC leaders, emphasizing adaptability, collaboration, and a profound understanding of leadership dynamics, governance, and regulatory concepts. Its relevance lies in guiding EC leaders toward sustained growth in the ever-evolving entrepreneurship ecosystem.
... This article adapts dimensions of innovation, proactivity, and risk taking to explain the entrepreneurial leadership and variations and dissimilarity amongst literature about the number and type of those dimensions. International Conference on Accounting, Business, Choi (2009) Conceptual This conceptual article discusses the role of entrepreneurial leadership in global competitiveness, and it suggests that obvious and constant vision is the essence in practices of entrepreneurial leadership to groundbreaking -as mentioned in the article-the competitiveness in global business Cogliser and Brigham (2004) Comparative Review ...
The medical representative is responsible for increasing product awareness, addressing any
inquiries, providing expert advice, and introducing new products to the market. This job requires a
high level of knowledge and expertise in the medical field. The purpose of this research is to examine
the significance of medical representatives in marketing endeavors within the Kurdistan Region.
The study conducted by using an online questionnaire form which consisted of four sections. A
group of medical representatives from Kurdistan completed the questionnaire. The questionnaire
has four parts. The first component collected participant sociodemographic data. Second, multiplechoice questions covered "The Vital Role of Medical Representatives in Enhancing Pharmaceutical
Marketing and Healthcare Professional Engagement." Third, medical representative marketing
effectiveness multiple-choice questions were asked. The fourth portion included open-ended
questions concerning medical representatives' Kurdistan marketing strengths. The participants
include 163 people who participated in the study was 76.7 % male and 23.3%female. The
correlations between gender and the various aspects of medical representatives' role and
effectiveness are weak, and age group exhibits mostly insignificant correlations. Education level
shows mixed correlations with knowledge about the product portfolio and relevant therapeutic areas,
but negative correlations with providing valuable feedback. The results show limited correlation
with the role of medical representatives, especially in terms of building relationships with healthcare
professionals. Assessing communication skills, knowledge of the product portfolio and relevant
therapeutic areas, and effectiveness in promoting products among healthcare professionals, the
results suggest that higher education might indeed contribute to improved communication skills,
knowledge, and effectiveness. The purpose of this research is to examine the significance of medical
representatives in marketing endeavors within the Kurdistan Region.
... For a number of reasons, it is essential for rural women entrepreneurs to acquire entrepreneurial leadership competencies. According to Cogliser and Brigham [24], entrepreneurs are successful in ventures because they possess certain key characteristics, namely technical knowledge and expertise and creative/innovative qualities. Entrepreneurial leadership competency, therefore, plays a pivotal role in influencing entrepreneurial performance. ...
Cultivating business growth intentions in rural, regional, and remote women entrepreneurs is crucial, considering the unique challenges they face in rural areas. The growth intentions of rural, regional, and remote women entrepreneurs remain understudied. This study pioneers research on the interplay between entrepreneurial leadership competency, identity, and growth intentions of rural, regional, and remote Australian women. We surveyed rural, regional, and remote women entrepreneurs in Queensland, Australia, using structural equation modeling for analysis. Results revealed a positive relationship between entrepreneurial leader identity, business growth intentions, and entrepreneurial leadership competency. Moreover, entrepreneurial leadership competency positively correlated with growth intentions. The study indicated that entrepreneurial leadership competency partially mediates the link between identity and growth intentions. This research addresses a theoretical gap by introducing a new model showcasing the relationships between entrepreneurial leadership identity, entrepreneurial leadership competency, and venture growth intentions. From a practical standpoint, our findings strengthen the business case for improving tailor-made rural, regional, and remote entrepreneurial development programs.
... Entrepreneurial Leadership (EL), as described by Cunningham and Lischeron (1991), encompasses objectives, opportunities, empowerment, institutional knowledge, and human resource frameworks. It aligns with contemporary research on leadership and entrepreneurship, focusing on behaviors and actions rather than inherent traits or personalities (Cogliser & Brigham, 2004). Renko et al. (2015) underscore that EL inspires and guides team members towards achieving organizational goals by recognizing and seizing entrepreneurial opportunities. ...
Drawing on the Resource Based View and Social Learning Theory, this study aims to explore the influence of Entrepreneurial Leadership (EL) on Project Success (PS) via the mediating pathways of Team Reflexivity (TR), Team Innovation Culture (TIC), and Team Entrepreneurial Passion (TEP). Data were gathered from 422 senior-level employees in IT firms. The analysis employed SMART-PLS 4 structural equation modeling to assess the proposed relationships. The findings underscore the significant impact of EL on PS. EL was observed to exert a noteworthy influence on TR, TIC, and TEP. Moreover, the proposed mediators, TR and TIC, exhibited substantial effects on PS, while TEP demonstrated a partially significant impact. Through the mediating roles of TR, TEP, and TIC, EL indirectly influenced PS.
... Therefore, entrepreneurial leaders are not just recognised because they affect a firm's ability to take risks, innovate and behave decisively (Engelen et al., 2015;Nguyen et al., 2021); in fact, they are recognised because they exercise greater discretion which consequently has a richer bearing on the firm's strategic performance. In such contexts, entrepreneurial success is strongly dependent on leaders who can inspire creativity, goal-directed behaviour, and firm performance (Mumford and Licuanan, 2004;Kirkpatrick et al., 2002;Cogliser and Brigham, 2004). As Leitch and Volery (2017) state, it is leaders who are innovative, understand how to manage risks and uncertainties and are proactive that can sustain growth. ...
This article examines the role of entrepreneurial leadership in small businesses. It investigates how entrepreneurial leadership influences followers' behaviour, especially in challenging environments. By drawing on a qualitative study conducted with Nigerian small businesses, issues of attributes, skills and relational characteristics were found to be of central importance to responses concerning entrepreneurial leadership. The interview data reveal that entrepreneurial leadership involves influencing and guiding subordinates towards achieving entrepreneurial goals. Our major findings demonstrate the seemingly valuable interplay between aspects of leaders' interpretations of entrepreneurial leadership and their relevance to small business growth. By providing a contextualised interpretation, this study contributes to the field of entrepreneurial leadership concerning contexts that have been largely neglected.
Organizations have long been actively seeking ways to reduce unethical behavior among employees. However, employee time theft is widespread and costly across various industries, and related research remains relatively limited. Therefore, this study employed social exchange theory to empirically investigate how and when work connectivity behavior promotes employee time theft. Drawing on a sample of 330 employees, our findings indicate that work connectivity behavior positively impacts employee time theft by triggering revenge motives among employees. Furthermore, it was discovered that leader–member exchange weakens both the direct effect of work connectivity behavior on revenge motive and the indirect effect of work connectivity behavior on employee time theft via revenge motive. This research developed and elucidated a moderated mediation model, providing valuable insights for both theory and practice.
Purpose
We explore the social structure of an autocratic, entrepreneurial organization, with a focus on the enduring rivalry between its formal leader and a key employee.
Design/methodology/approach
This is a re-study of Team Entrepreneurship (Stewart, 1989), with different eyes and methods, using ethnographic data for social network analysis (SNA).
Findings
With an analysis of structural equivalence, multiplexity, Simmelian triples and intermediation, this study shows how apparently conflicting social networks—collective entrepreneurship, antagonism and analytical management—can co-exist and that the main rivalrous tie is persistent or “sticky”.
Research limitations/implications
Due to deep fieldwork access and a site of managerial rivalry, the findings would have damaged careers, without a wait of many years to make the findings public. The specific context also limits external validity. The strengths of this paper are methodological and conceptual.
Originality/value
This is a rare observational study of entrepreneurial leadership and a rare study in an organization that uses ethnographic data as inputs for SNA matrixes. It shows important distinctions between inferences from observations compared with SNA.
Social entrepreneurship to be successful requires effective leadership. This chapter will discuss the role of leadership in social entrepreneurship by focusing on different types such as entrepreneurial, female, charismatic, authentic, transformational, maverick, diplomatic, moral, ethical, compassionate and community. As there are a diverse range of leadership activities conducted by social entrepreneurs so it helps to take a holistic approach. This will enable a better understanding about the role of context in social entrepreneurship and how healthy leadership activities can facilitate change.
Various efforts to increase the low entrepreneurial intention of college students. Therefore, this study aims to find out how the effect of university support and leadership skill on Entrepreneurship Intentions. The grand theory of this research is the Planned Behavior theory from Ajzen. The research method used is the Explanatory Survey Method. Research samples were taken from UPI's student population from 13 sections, faculty and regional campuses. The populations are 19,919 students with sample sizes using Isaac Michael formula that obtained 366 respondents. Data collection is using numerical-scale-questionnaires. All questionnaires are tested for validity and reliability. Data analysis techniques use regression analysis in order to find the effect of university support variable and leadership skill on entrepreneurship intentions. The results showed university support and leadership skill had a positive effect on entrepreneurial intention. It is recommended to improve the indicator of the university support variable on business development support, it can be improved through coaching student entrepreneur candidates through business incubators. An indicator that needs to be improved from the leading skill variable is human skill through increasing entrepreneurial activities of college students.
A hazai felsőoktatásban a hallgatók körében egyre nagyobb érdeklődés tapasztalható a vállalkozási ismeretek fejlesztését érintő képzések iránt. A felsőoktatási intézmények az oktatás, a kutatás és a tudásmenedzsment központjaiként működnek, így sokféle formális és informális tanulási lehetőséget biztosíthatnak a vállalkozói gondolkodásmód és készségek fejlesztésére. A vállalkozói oktatással kapcsolatos különböző értelmezések és terminológiák, valamint a tartalmi és módszertani kérdések vizsgálata releváns kutatási téma. A tanulmány célja kettős. Egyrészt a hazai és nemzetközi vállalkozói és innovációs mesterképzések kvalitatív összehasonlító elemzésével, a mesterképzések célcsoportjainak, tanulási eredményeinek, programstruktúráinak, tanterveinek és tanulási tevékenységeinek vizsgálatával azonosítani a vállalkozói képzések fejlődésének főbb tendenciáit. Másrészt a tanulmány a vállalkozói kompetenciaelemzés meglévő tudásbázisához próbál hozzájárulni azzal, hogy feltárja a vállalkozói kompetencia megítélését a hazai munkaerőpiacon. A vállalkozói készségek és kompetenciák relatív fontosságát és mintáit Q-sort módszer alkalmazásával határozták meg a szerzők. A kutatás eredményei értékes inputokat nyújthatnak a felsőoktatási intézmények számára, hogy változatos tanulási lehetőségeket biztosítsanak a vállalkozói gondolkodásmód és készségek fejlesztésére.
This study investigates the influence of leadership roles and owner-manager well-being on sustainable innovation in kirana (grocery) stores. As key contributors to local economies, these micro-enterprises face increasing pressure to adopt innovative and sustainable practices to remain competitive. The study uses data collected from 51 kirana store owners to explore the direct effects of leadership roles and well-being on fostering sustainable innovation. Correlation and regression analyses are employed to examine these relationships. Leadership roles are assessed in terms of strategic decision-making, vision, and the ability to motivate and guide teams. Meanwhile, owner-manager well-being encompasses physical health, emotional resilience, and overall satisfaction, reflecting the capacity of individuals to adapt and implement innovative practices. Findings reveal significant positive relationships between both leadership roles and owner-manager well-being with sustainable innovation. Leaders who exhibit strong strategic and adaptive capabilities are more likely to drive innovations.
This article aims to analyse the impact of digital technology (DT), entrepreneurial leadership (EL), social media (SM) and artificial intelligence (AI) on business performance (BP). This study also analyses the mediating impact of talent management (TM), strategic resilience (SR) and entrepreneurial orientation (EO) and the moderating impact of innovation (INO) for TM and BP. We used the SMART partial least square method (SMART PLS-SEM) software to analyse the valid data. Data were collected by the survey method through a random sampling procedure from 410 related handicraft artisans. The study’s findings prove EL, TM and DT and that SM significantly impacts BP, but AI has an insignificant effect on BP. This study explores artisans’ formal EL style, but the role of AI, DT, SM and TM has remained unexplored. This research shows that craft business owners and managers must allocate more resources to talent management. The most effective business methods in the arts and crafts sector can be implemented with excellent talent management. This study is unique because the dynamic capability theory and resource-based view used for supporting variables will be extended.
Entrepreneur leaders are visionaries who can transform the organization with their open mindset, flexible approach and learning attitude. Leaders are responsible for identifying the right talent, communicating the vision, empowering the teams, and embracing diversity to outshine. Entrepreneurial teams can significantly impact the organization's performance by bringing collective knowledge together to innovate sophisticated solutions and reduce the risk of uncertainties. This chapter encompasses the concept of diverse entrepreneurial teams, entrepreneurial leadership and its evolution, driving forces responsible for transitioning from traditional to entrepreneurial leadership, tips for building high-performance entrepreneurial teams, entrepreneurial leadership and implications for contemporary organizations.
Purpose
Despite the increasing scholarly attention, the existing literature on entrepreneurial leadership remains fragmented due to the absence of a comprehensive framework that illustrates the overarching research direction of this domain. Consequently, our systematic review of the antecedents, consequences and boundary conditions of this leadership construct is both timely and vital in addressing this challenge.
Design/methodology/approach
Through a rigorous and systematic selection process, our review has identified 93 empirical studies that meet our predefined inclusion and exclusion criteria.
Findings
By analyzing and synthesizing these articles, our study contributes significantly to the expanding literature on entrepreneurial leadership by identifying commonly used theoretical frameworks and measurement methods in entrepreneurial leadership research; developing a comprehensive framework that outlines the antecedents, mediators, moderators and outcomes; and proposing a nomological network of entrepreneurial leadership and its associations.
Research limitations/implications
First, our review meticulously examines the extant literature on entrepreneurial leadership, encompassing a comprehensive assessment of theories embraced and the diverse array of variables associated with this domain. Furthermore, we critically synthesize the methodological approaches deployed in the study of entrepreneurial leadership. Finally, leveraging insights gleaned from our review, we offer actionable recommendations to guide future research endeavors in this dynamic and evolving field.
Originality/value
Entrepreneurial leadership has emerged as an effective approach to motivate innovation and enhance business performance, particularly in a market environment with increasing uncertainties and competitive intensity. Our study offers theoretical directions for future research on entrepreneurial leadership and practical implications that can inform leadership practices in organizational contexts.
In the rapid evolving landscape of global entrepreneurship, start-ups across different continents are shaping the future of various industries with innovations. Startups are essential to the search for innovative solutions to the climate emergency. The issue is that startups typically don't last long enough to be successful. Hence we attempted to identify the performance determinants of start-ups in different continents. In this paper we used data from web of science, Scopus, and ProQuest using different search strings. Through advanced search we found 14404 studies out of them 71 studies satisfied our inclusion-exclusion criteria. From these 71 studies from different continents we conducted a systematic literature review to identify the performance determinants of start-ups using NviVo-14 software, while the answer of frequently faced problem or questions were given based on the generalization of all these studies. Based on our results we found that product market fit was most dominating factor to perform in start-up business, so the co-founder should emphasized on developing the good product-market-fit in the early stage of start-up venture? This study might help the new co-founder of different countries to learn how to start the novel business and it would contribute to develop suitable strategy to perform well.
The emergence of Industry 5.0 represents a major transformation in the industrial landscape, characterized by the close integration between advanced digital technologies and production processes. This transition involves not only technological changes, but also significant organizational adjustments. In this study, we explore the impact of Industry 5.0 on the organizational maturity of companies. Using a conceptual framework based on organizational maturity models, we examine how companies adapt to the new requirements of Industry 5.0 and evolve in their journey towards a higher organizational maturity. The results of this research provide valuable insights for practitioners and decision-makers on how to optimize their transition to Industry 5.0 while strengthening the maturity of their organization to remain competitive in a rapidly changing environment.
Purpose
The purpose of this study is to contribute to the research of knowledge management in higher education institutions (HEIs) by studying the enablers of knowledge entrepreneurship. Anchored in the dynamic capability theory, knowledge entrepreneurship is heterogeneously distributed in HEIs and is critical for the sustenance of organizations in the knowledge economy. This aim is realized by understanding the determinants of knowledge entrepreneurship and empirically investigating the relationship of knowledge-sharing behaviour and entrepreneurial leadership with knowledge entrepreneurship.
Design/methodology/approach
Data was collected through structured questionnaires from 550 faculty members of HEIs in Pakistan by adequately representing the sample size through regional stratification and proportionate sampling. Data was analyzed through the Analysis of Moment Structures software where the data validation and reliability were achieved using correlations, confirmatory factor analysis and structured equation modelling to generate generalizable results.
Findings
The findings revealed that knowledge sharing is an important component in developing knowledge entrepreneurship. Entrepreneurial leadership is pivotal in providing the support, vision and autonomy to individuals with personal and professional capabilities to ensure the creation of new knowledge, collaboration and innovation.
Research limitations/implications
The study contributes to an understanding of relationship of knowledge sharing and entrepreneurial leadership that leads to promotion of knowledge entrepreneurship in HEIs of Pakistan. In addition, the findings of the study extend the existing literature on knowledge entrepreneurship by offering the positive mediating role of entrepreneurial leadership in the universities of Pakistan, hence, addressing the specific challenges and opportunities faced by the HEIs of a developing country like Pakistan. The theoretical framework of the study elucidates the importance of knowledge sharing and entrepreneurial leadership by using the dynamic capabilities theory and extends the scope of the aforementioned theory in entrepreneurial leadership realm.
Practical implications
By generating an understanding of the dynamics of knowledge entrepreneurship this study tries to help policymakers and educational leaders to develop strategies to cultivate a culture of knowledge sharing and entrepreneurial leadership in Pakistani HEIs. Building the entrepreneurial ecosystem entails prioritizing knowledge creation, knowledge sharing and retention that can lead to innovative solutions for local and global challenges.
Originality/value
The study used dynamic capabilities theory to link the knowledge and resources together for the education sector for sustainable outcomes in the knowledge economy. To the best of the authors’ knowledge, this is the first study to empirically study the behaviour of HEIs to create and support knowledge entrepreneurship in the presence of entrepreneurial leadership in the context of a developing country, Pakistan. Becoming a knowledge-based society will help Pakistan upgrade itself to the list of developed countries.
Background: Improving female leadership will have a lasting impact on the development of future female leaders. With societal advancements, the knowledge and quality of female employee representatives have significantly improved, leading to increased effectiveness of female leaders. Female leadership is closely tied to company competitiveness and gaining a competitive advantage.Purpose: The aim of this study is to investigate the leadership of female SME owners by applying the hypothesis of competitiveness to analyze the leadership competencies that influence the competitiveness of SMEs.Design/methodology/approach: This research adopts a quantitative approach, focusing on SMEs in Batu City. Based on Slovin's formula, the sample size for this study was determined to be 100 respondents.Findings/Result: The research demonstrates that entrepreneurial competencies play a crucial role in business development and success, highlighting the importance of understanding the nature and role of competencies in SMEs. Strategic vision, operations management, professional knowledge, hands-on experience, and relationship building have a significant impact on performance.Conclusion: The rapid growth of SMEs clearly illustrates the importance of leadership in achieving success. However, while leadership is often seen as a personal attribute, and better leadership is believed to result from developing individual leader competencies, it is essential to explore the relationship between competence and leadership style.Originality/value (State of the art): This research emphasizes the importance of long-term growth over short-term profitability for SMEs. The capacity for long-term development is considered essential for SMEs, and this study investigates the impact of female leadership competencies on the growth and performance of SMEs. Keywords: strategic visions, operations management, professional knowledge, hand on experience, relationship building
This paper aims to propose a new model of entrepreneurial leadership in complex and uncertain contexts and to enhance understanding of the relationship between entrepreneurial leadership and workplace innovation in the context of SMEs. The study conducts a thorough review and synthesis of existing research to develop a conceptual framework. The systematic review conducted for this study spans from 2008 to 2023, incorporating insights from 91 relevant studies. The research identifies four major propositions elucidating the relationship between entrepreneurial leadership style and workplace innovation through the firm's dynamic capabilities. It finds that businesses employing these capabilities as a strategic approach tend to perform better over the long run. The study is limited by its reliance on existing literature and theoretical frameworks. It underscores the need for further empirical research to validate the proposed model and its applicability in various settings. It offers valuable insights for practitioners, emphasizing the strategic use of dynamic capabilities under entrepreneurial leadership to foster workplace innovation. It highlights the importance of adaptability and resource management in uncertain and complex business environments. This study's novel theoretical contribution lies in applying the dynamic capability approach to test the relationship between entrepreneurial leadership and workplace innovation in SMEs, addressing a gap in the entrepreneurial leadership literature.
Entrepreneurial leadership promotes organisational competitive advantage and innovation resulting in increased attention on entrepreneurial leadership development. Many higher education institutions (HEIs) claim to develop entrepreneurial leaders. However, knowledge of how to facilitate entrepreneurial leadership development is limited, the effectiveness of development practices is contestable, and current understanding of the phenomenon is mostly conceptual. We address this void by exploring educators' perspectives of entrepreneurial leadership development and consider how the phenomenon is facilitated. We employ Interpretative Phenomenological Analysis (IPA) as our research methodology and analyse the data following IPA data analysis guidance. Findings signify the importance of placing strong emphasis on co-creating education experience with wider stakeholder involvement, thereby forming an entrepreneurial community
У статті розглядаються теоретичні витоки концепції бізнес-лідерства, обговорюються основні підходи до його визначення та розкриваються найважливіші напрямки досліджень психології бізнес-лідерства та їх результати. Наведено обговорення отриманих результатів та актуальних проблем концептуалізації бізнес-лідерства, на основі якого виділено напрями подальших досліджень. Наведено визначення бізнес-лідерства та виділено використовувані у формулюваннях конструкти, які притаманні галузям лідерства та бізнесу відповідно. Показано, що поняття бізнес-лідерства є особистісно орієнтованим (безпосередньо повʼязаним з характеристиками особистості) або процесуально-орієнтованим (у якому лідерство розглядається як процес). Ці параметри були обрані як критерії, оскільки вони відображають зміни у розумінні природи феномену і в теоретичних передумовах, що лежать в основі розвитку концепції бізнес-лідерства. Проведений аналіз надав можливість простежити еволюцію концепції бізнес-лідерства та виявити проблеми концептуалізації цього феномену у парадигмі соціальної психології. Зіставлення методологічних особливостей досліджень, присвячених вивченню бізнес-лідерства, дозволило сформулювати загальні рекомендації щодо напрямів розвитку концепції з точки зору досягнення її цілісності, а також позначити актуальні вектори подальших наукових студій.
Modern business environments are characterized by regular crises, and much attention is paid to understanding why certain individuals and businesses endure while others do not. It has been the entrepreneurial ability to see a crisis as an opportunity that has led to many successful business stories emerging from adversity, such as the recent coronavirus disease (COVID-19) pandemic. Much of the discussion on the subject centres on the abilities and some essential attributes found in leaders and entrepreneurs. Their ability to face such problems is explored in the context of two cases reported in Sri Lanka. The value of crisis leadership and its function in developing entrepreneurship in challenging situations like the COVID-19 pandemic are discussed in this essay. To expand on this point, the authors use the case of Sri Lanka, which not only faced the pandemic but also an economic crisis and political upheaval during the same period.
Entrepreneurial leadership is a well-known leadership style that sets itself apart from others due to its exceptional qualities. The significant interest in entrepreneurial leadership is evident from the multitude of articles written on the subject. The focus of this literature review is to examine what is already known about the impact of entrepreneurial leadership on team creativity, how it can be fostered by entrepreneurial leadership, what challenges may arise and how they can be overcome, and finally, what areas need further research.
El objetivo de este artículo es presentar el resultado de la revisión sistemática del “estado del arte” de la investigación sobre la circularidad y sostenibilidad de la cadena de valor del sector solar fotovoltaico. Este análisis comprende todas las etapas o actividades que crean valor, desde el diseño del producto hasta el final de su vida útil, identificando aquellas áreas donde se están llevando a cabo acciones orientadas a transformar el modelo lineal de producción y consumo tradicional en un modelo circular y sostenible. Asimismo, se realiza una revisión de las metodologías empleadas para la evaluación de la circularidad y sostenibilidad, llegando a la conclusión que la cadena de valor fotovoltaica se encuentra fragmentada, tanto en las prácticas sostenibles como en los métodos empleados para su evaluación. De ahí la necesidad de desarrollar un modelo global y heurístico de análisis de la cadena de valor del sector solar fotovoltaico, que permita a los grupos de interés priorizar las acciones según el impacto que tengan en la cadena de valor en su conjunto.
The relationship between subordinates' perceptions of abusive supervision and supervisors' evaluations of subordinates' organizational citizenship behavior (OCB) was explored among a sample of 373 Air National Guard members and their military supervisors. As predicted, the relationship between abusive supervision and subordinates' OCB was stronger among subordinates who defined OCB as extra-role behavior (compared with those defining OCB as in-role behavior), and this effect was fully mediated by the interactive effect of procedural justice and OCB role definitions. The study's implications for theory and research are discussed, its limitations are identified, and directions for future research are suggested.
Articles appearing in the mainstream entrepreneurship literature in the past decade are reviewed with respect to the methodologies employed. Journals reviewed include Entrepreneurship Theory and Practice, Journal of Business Venturing, Strategic Management Journal, Journal of Management, Academy of Management Journal, Academy of Management Review, Organization Science, Management Science, and Administrative Science Quarterly. Articles were systematically analyzed. Results indicate trends toward more multivariate statistics and some increase in the emphasis on reliability and validity over the past decade. The authors call for greater emphasis on multiple source data sets, increased emphasis on reliability and validity issues, the development of more sophisticated theoretical models and subsequent analysis, and more longitudinal research.
Drawing on the literature involving the venture start-up process, integrated with motivational theory from the field of organizational behavior, a model describing the factors that affect firm start-up, strategic implementation, and the entrepreneur's decision to sustain entrepreneurship is proposed. Several hypotheses for future research are suggested.
Although authors generally agree on the nature of entrepreneurial activities within existing firms, differences in the terminology used to describe those activities have created confusion. This article discusses existing definitions in the field of corporate entrepreneurship, reconciles these definitions, and provides criteria for classifying and understanding the activities associated with corporate venturing.
Although the beneficial effects of high-quality leader–member exchange (LMX) relationships have been well-documented in the leadership literature, much less is known about the potentially damaging effects of poor exchange relationships. Using 150 intact leader–member dyads, the authors investigated the relationship between LMX and supervisors' reports of employee retaliation behavior, performance, and citizenship. Results indicated that performance and citizenship were positively related to LMX. More important, LMX was negatively correlated with retaliation behavior. Supervisors reported that subordinates in poor exchange relationships were more likely to engage in retaliation against the organization than subordinates in high-quality relationships. The lack of a high-quality exchange relationship was, therefore, not just associated with the absence of positive consequences but also led to reports of potentially disruptive behaviors.
This paper suggests that entrepreneurship is the process of “emergence.” An organizational behavior perspective on entrepreneurship would focus on the process of organizational emergence. The usefulness of the emergence metaphor is explored through an exploration of two questions that are the focus of much of the research in organizational behavior: “What do persons in organizations do?” (we will explore this question by looking at research and theory on the behaviors of managers), and “Why do they do what they do?” (ditto for motivation). The paper concludes with some implications for using the idea of emergence as a way to connect theories and methodologies from organizational behavior to entrepreneurship.
Presents a framework that highlights the differences among entrepreneurs and among their ventures. Building on the work of others, four dimensions are identified for this framework describing new venture creation. These are: individuals, environment, organization, and process. This is the first framework to combine all four of these dimensions. The individual dimension should consider not only the psychological characteristics of the entrepreneur such as need for achievement and locus of control, but must also consider the entrepreneur's background, experience, and attitudes. The process dimension should be viewed in light of six different behaviors including the location of a business opportunity and the accumulation of resources. Twelve factors are identified for the environmental dimension. These twelve factors were chosen based on the review of 17 research papers focused on environmental variables which affect new venture creation. The organization dimension is composed of three generic competitive advantage strategies and 14 competitive entry wedges. This framework allows for the examination and comparison of very different new ventures. Conflicting results in prior research studies may be explained by considering the dimensions used in that work. (SRD)
Over the years much has been written about the organization life cycle, yet there has been remarkably little attention given to the underlying construct of a life-cycle stage. It is proposed in this study that each life-cycle stage consists of a unique configuration of variables related to organization context and structure. Cluster analysis is used to derive a taxonomy of growth stage configurations in a sample of 126 high-technology organizations. The derived configurations suggest a sequence of four growth stages.
Two studies were conducted to replicate and extend previous exploratory research by Kipnis, Schmidt, and Wilkinson (1980) on influence tactics and objectives in organizations. A new questionnaire was developed that included measures of important influence tactics and objectives omitted in the earlier research. Whereas the earlier research used only agent self-reports of influence behavior, the present research used both agent and target reports. Differences in downward, lateral, and upward influence attempts were replicated more for data from agents than for data from targets. Direction of influence had a stronger effect on influence objectives than on influence tactics. Despite some differences due to data source and direction of influence, the relative frequency of use for the 8 influence tactics was remarkably similar across conditions. Consultation and rational persuasion were the tactics used most frequently, regardless of the direction of influence.
This analysis considers the impact of the top managers in an organization on the organization's outcomes, specifically strategic choices and performance levels. The focus is not on the chief executive alone, but rather on the entire top management team. Using a macro view, these organizational outcomes are perceived to be related to the values and cognitive bases of those high-power individuals in the organization. In developing the model, emphasis is on the background characteristics of the top managers as opposed to the psychological dimensions. A series of propositions that should be tested to support the upper echelons theory are presented. The topics of these propositions include age, functional track, other career experiences, education, socioeconomic roots, financial position, and group characteristics. The creation of this model is just the beginning of the work that is necessary to evaluate and understand the upper echelons theory. Further input is needed from areas such as the executive recruiting industry. Additionally, clinical and statistical studies are both necessary to fully develop this theory. (SRD)
Despite growing recognition of some strategic advantages held by small firms, little comparative research has been performed on the advantages and disadvantages accruing to firm size. In order to delineate the differential responses of small and large businesses to their environmental context, we perform a comparative analysis of the impact of industry structural characteristics on the formation of large and small businesses in a large sample of U.S. manufacturing industries from 1977 to 1987. The results suggest that small business possess certain resources that allow them to overcome some barriers which create greater difficulties for their larger counterparts, as well as allow small businesses to exploit certain industry opportunities more readily than larger ones. (C) 1998 John Wiley & Sons, Ltd.
The primary purpose of this article is to clarify the nature of the entrepreneurial orientation (EO) construct and to propose a contingency framework for investigating the relationship between EO and firm performance. We first explore and refine the dimensions of EO and discuss the usefulness of viewing a firm's EO as a multidimensional construct. Then, drawing on examples from the EO-related contingencies literature, we suggest alternative models (moderating effects, mediating effects, independent effects, interaction effects) for testing the EO-performance relationship.
Much recent research on leadership has concerned moderator (contingency) variables. This research has yielded equivocal and/or conflicting results. Conceptually distinct variables have been treated as if they operate in the same fashion. This paper suggests a typology of moderators based on the mechanisms by which moderators operate. Moderators are classified as neutralizers/enhancers, substitutes/supplements, or mediators depending on how they affect leader behavior-criterion relationships. The typology is applied to several contingency theories of leadership and implications for future leadership research and practice are discussed.
Presenting a follower-centered perspective on leadership, this book focuses on followers as the direct determinant of leadership effects because it is generally through follower reactions and behaviors that leadership attempts succeed or fail. Therefore, leadership theory needs to be articulated with a theory of how followers create meaning from leadership acts and how this meaning helps followers self-regulate in specific contexts. In this book, an attempt is made to develop such a theory, maintaining that the central construct in this process is the self-identity of followers. In developing this theoretical perspective, the authors draw heavily from several areas of research and theory. The most critical constructs do not come directly from the leadership literature, but from social and cognitive theory pertaining to follower's self-identity, self-regulatory processes, motivation, values, cognitions, and emotions and perceptions of social justice. Leaders may have profound effects on these aspects of followers and it is by analyzing such indirect, follower-mediated leadership effects that most ideas regarding leadership theory and practice are developed. Due to its broad theoretical focus, this book is relevant to a number of audiences. The authors' principal concern is with the development of leadership theory and the practice of leadership making the book relevant to audiences in management, applied psychology, and social psychology. They have tried to clearly define key constructs and provide practical examples so that the book could be accessible to advanced undergraduate students. However, the diversity of the underlying theoretical literatures and the complexity of the framework developed also make the book appropriate for graduate courses in those disciplines, and for readers with a professional interest in leadership theory or practice. © 2004 by Lawrence Erlbaum Associates, Inc. All rights reserved.
Recent trends, such as reengineering, require work flow entrepreneurship. Important principles about these practices were recognized in post-World War II field research, but by the 1970s this work suffered neglect. Amnesia was caused by deeply held assumptions of scientific management, and by a search within business schools for academic legitimacy at the expense of praxis, which skewed the perspectives with which organizations were viewed.
In complex, dynamic environments where people must coordinate their activities, planning represents a key influence on performance. Accordingly, one might expect planning to affect performance in organizational settings. In this article, we define planning as the mental simulation of future actions. The processing operations that make the generation of viable mental simulations possible are then described along with requisite information requirements. The variables that shape the need for, and effectiveness of, planning activities are then considered with respect to the individual, group, and organizational levels of analysis. Based on these observations, we argue that planning represents a cross-level performance phenomenon of critical importance in understanding organizational behavior. Directions for future research are discussed.
The upward pricing pressure of Urea on high feedstock costs is discussed. The higher prices for ammonia and urea stem from the high natural gas costs. Investigations show that 30 percent of nitrogen product capacity has been taken off the market. According to the industrial sources, the extending of summer turnarounds due to high natural gas prices would lead to lower nitrogen fertilizer operating rates.
The research of Kipnis, Schmidt, and Wilkinson (1980) is critiqued and their subordinate influence subscales examined in four studies. In the first, the subscale items were given to 34 judges, who rated each item for dimensionality. In the second, the 27 items plus several additions were administered to a sample of 251 employed MBA students, and exploratory and confirmatory factor analyses were conducted. A third study used a similar sample (N = 281) and the same analyses. Finally, a fourth study used 181 clerks and secretaries and the same analyses. The results support the dimensionality of the subscales but also indicate that substantial improvements could be made by deleting some subscale items and adding others. Suggestions for future research are discussed.
This paper evaluates research on the impact of chief executive officers on corporate performance, taking Lieberson and O'Connor's pathbreaking study as its starting point. Although that study is commonly regarded as the principal source of empirical support for the view that leaders have little impact on organizational performance because they are constrained by situational factors, it is argued here that the study and its derivatives have provided consistent and compelling evidence that individual leaders do make a difference. The results of a study of large retail firms in the United Kingdom, designed to overcome the methodological problems of earlier studies of leadership and performance, are presented in support of this argument.
Rather than evaluate managers on the basis of activities traditionally prescribed for success, an observation study was conducted to determine empirically which activities successful managers actually perform. Trained participant observers recorded the behaviors of 52 managers in three diverse organizations-a state department of revenue, a medium-sized manufacturing plant, and a campus police department-over a two-week period. In analyzing the data collected, the authors measured success by using a promotion index of level over tenure and by considering the top managers of each organization to be successful. Regression analysis found that two activities were significantly related to managerial success: interaction with outsiders and socializing/politicking. Further comparative analysis of managers ranked in the top and bottom thirds indicated that successful managers exhibited more behaviors related to conflict management, and comparisons of top-level managers with those in the middle and first levels indicated that successful managers exhibited more behaviors related to decision making and planninglcoordinating. The study found that some of the activities of the successful managers apparently depended upon the type of organization in which they worked.
Traditional methods and assumptions employed in leadership research are inadequate to advance understanding of the leadership concept. This article identifies two specific problems and offers constructive solutions contingent on the analysis of research purpose. Three propositions are formulated and suggested as guidelines for reduction of definitional confusion and clarification of leadership construct(s).
