Search results

This research aimed to determine the mediating effect of entrepreneurial self-efficacy on the relationship between entrepreneurial passion and leadership styles. Two hundred hardware and footwear entrepreneurs from the Las Malvinas Commercial Emporium, Lima, Peru were surveyed. The partial least squares structural equation modelling (PLS-SEM) multivariate statistical technique was applied for data analysis. It was found that there is a complementary mediating effect of entrepreneurial self-efficacy in the relationship between entrepreneurial passion and leadership styles. On the other hand, it was concluded that entrepreneurial passion has a positive influence on entrepreneurial self-efficacy. Likewise, there is a positive influence of entrepreneurial self-efficacy on leadership styles, and there is a positive influence of entrepreneurial passion for leadership styles. This research contributed theoretically to the academic literature and provided empirical evidence of the relationship of the proposed variables; it proved a new predictive and explanatory structural model that can now be used in future research worldwide and generated a model of the studied variables that are useful for both academia and the business world.

With the focus on the context of small and medium-sized enterprises (SMEs), this study aims to investigate the joint effects of entrepreneurial leadership, entrepreneurial orientation and dynamic capabilities and the mechanisms of how these factors influence firm performance.

A survey from 319 managers in information and communications technology SMEs in Vietnam was conducted, and structural equation modeling was adopted to analyze the collected data.

The results confirm that dynamic capabilities directly influence firm performance and serve as a mediator that connects entrepreneurial leadership and entrepreneurial orientation with firm performance. Additionally, entrepreneurial leadership was found to have a significant positive impact on entrepreneurial orientation.

This research augments the understanding of entrepreneurship and dynamic capabilities literature by examining the joint effects and mechanisms of how entrepreneurial leadership, entrepreneurial orientation and dynamic capabilities interact to enhance SMEs' performance. Furthermore, this study provides empirical evidence of the strategies that SMEs should pursue to attain favorable performance outcomes.

This study aims to empirically assess entrepreneurial leadership skills’ role in Corporate Sustainable Development (CSD) and firm performance (FP). This study considers five specific entrepreneurial traits: innovativeness, creativity, analytical thinking, emotional intelligence and passion and motivation. The motivation for this investigation stems from concerns over micro-firms vulnerabilities and small and medium enterprises (SMEs) lacking proper leadership skills. This study is guided by the resource-based view theory and conducted during the pandemic, offering insights into firms operating under constrained conditions.

Confirmatory factor analysis and structural equation modeling (SEM), were used on survey responses from 321 Bahraini firms. This study’s data collection occurred under environmental uncertainties due to the pandemic and provides a unique context for understanding CSD and entrepreneurial leadership skills under high business/environmental uncertainty.

The findings reveal that entrepreneurial leadership skills positively impact CSD and firm performance through creativity, passion and motivation. However, innovativeness negatively affects CSD and FP. Furthermore, CSD positively influences firm performance.

Theoretical and practical implications, plus limitations, are also discussed in this study.

Understanding entrepreneurial leadership skills effect on CSD and firm performance in SMEs is important as SEMs are prone to fail in the early years. This study’s findings and its implications help guide SME leaders in furthering their entrepreneurial leadership skills to foster CSD and firm performance.

This study contributes to comprehending the crucial role of entrepreneurial skills, during uncertain times of the pandemic, for SMEs’ survival. It provides valuable insights for firms operating in competitive environments, offering a unique perspective on the required entrepreneurial skills and their effect on CSD and firm performance.

The current study, which is based on social learning theory and social cognitive theory, intends to investigate the impact of entrepreneurial leadership on employee creativity at both the individual and team levels. In particular, the authors predict a mediating mechanism at both levels: employees’ entrepreneurial self-efficacy. Further, the authors consider whether the climate of support for innovation is a contextual element affecting the relationship between employees’ perceptions of entrepreneurial leadership and their own entrepreneurial self-efficacy.

The research hypotheses were tested using multilevel structural equation modeling on 191 employees nested in 49 entrepreneurial ventures in China.

The results indicated that entrepreneurial leadership positively correlates with employee creativity at individual level. Moreover, this study found that individual followers’ entrepreneurial self-efficacy partially mediates the association between individual perceptions of entrepreneurial leadership and employee creativity, whereas team members’ entrepreneurial self-efficacy fully mediates the association between team members’ perceptions of supervisors’ entrepreneurial leadership and employee creativity. Further, this research demonstrates the role of team-level climate of support for innovation as a boundary condition that strengthens the effect of entrepreneurial leadership on individual entrepreneurial self-efficacy.

Considering entrepreneurial self-efficacy to be a type of entrepreneurial context-specific self-efficacy, this study presents one of the first empirical examples of the mediating function of entrepreneurial self-efficacy in the association between entrepreneurial leadership and employee creativity. Additionally, this research demonstrates the role of team-level climate of support for innovation as a boundary condition that strengthens the effect of entrepreneurial leadership on individual entrepreneurial self-efficacy. Further, this study provides a methodological contribution by simultaneously assessing all three variables of the mediation process at the individual and team levels: entrepreneurial leadership, entrepreneurial self-efficacy and employee creativity.

This paper seeks to investigate how familiness and entrepreneurial leadership are related to each other in family firms. Familiness and entrepreneurial leadership are viewed as resources for strategic entrepreneurship. The aim of the paper is to shed light on familiness in three family firms and contribute to the field's growing body of work.

The paper employs a case study method. The interviewees were interviewed by theme questions and secondary information was gathered to strengthen the empirical section. Qualitative interpretation of empirical data was used.

The findings demonstrate the variety of familiness and entrepreneurial leadership within family firms. The degree of familiness varies between firms and the nature of entrepreneurial leadership also differs. The findings suggest that familiness is related to entrepreneurial leadership. It is a resource for strategic entrepreneurship in family firms.

The limitation of the study is the case study method. The paper is based on qualitative and interpretive approach. The paper endeavours to understand familiness related to entrepreneurial leadership rather than generalise the results statistically.

The paper offers a perspective for business schools in teaching leadership for family firms. Education needs to be tailored to meet the relevant needs. Benchmarking from this case study offers one pathway for this.

The study contributes to research on structural, cognitive, and relational familiness. The paper shows that informal relations and flexibility are typical for entrepreneurial leadership in family firms.

Entrepreneurial leadership has been developed from the existing leadership and entrepreneurship literature as a new leadership theory to meet the dynamic changes in the 21st century. Accordingly, the main purpose of this study is to investigate the effect of entrepreneurial leadership on employee creativity and the mediating influence of psychological empowerment and psychological safety, with the lens of social learning theory.

Data were collected from the manufacturing sector of Pakistan with a sample size of 280 dyads of managers and employees. A two-step analytical strategy was adopted through which the measurement model was validated by using confirmatory factor analysis and structural equation modeling to estimate the structural model to fit the data. The bootstrapping method was applied for testing the mediation analysis.

The current study found that entrepreneurial leadership positively related to employee creativity. Moreover, it was found that psychological empowerment and psychological safety mediated the relationships between entrepreneurial leadership and employee creativity.

The findings of the current study provide guidance to managers and businessmen on how to develop the creative skills of employees by adopting entrepreneurial leadership behaviors. Besides, this study enriches the literature by exploring the performance mechanism of entrepreneurial leadership to develop employee creativity.

The current study is considered the first to examine the role of entrepreneurial leaders in stimulating employee creativity through psychological safety and psychological empowerment. As such, it enriches the creativity literature by exploring the employee creativity mechanism through entrepreneurial leadership and validating the importance of psychological factors in the development of creativity compared to previous studies, which have focused primarily on the concept or scale development of entrepreneurial leadership. Furthermore, it provides several theoretical and managerial implications along with future opportunities.

The purpose of this paper is to refine our understanding of entrepreneurial leadership by developing a multi-dimensional measure for the construct through a comprehensive approach based on the skills and competencies of entrepreneurial leaders as well as their behaviour and roles.

Following the evidence collected across two cultural and economic contexts namely Iran and Scotland and prior theoretical conceptualisations, this study designed an entrepreneurial leadership scale. Questionnaires were the mode of data collection, and data was triangulated via participants and literature.

From the study a detailed conceptualisation of entrepreneurial leadership was formed, which in turn provides the basis for an empirical-based construct of this phenomenon and its measurement from a cross-cultural perspective. Specifically, this study identifies the items that best describe each dimension of entrepreneurial leadership. By these findings, this study provides the skills, competencies and specific behaviour of entrepreneurial leaders.

The findings of this study have implications the theory and practice. By highlighting the dimensions of entrepreneurial leadership, this study assists the development of theories on how entrepreneurial leadership influence the process of innovation and opportunity recognition. This study is one of the first to examine the validity and reliability of the measure developed for the construct across two countries having different cultural and economic contexts, namely Iran and Scotland. In practice, the findings of this study serve as a useful reference for practitioners of the skills, behaviours and competencies expected of entrepreneurial leaders.

The central purpose of this study is to investigate the relative effects of leadership styles, i.e. transactional leadership and transformational leadership, and achievement motivation on the entrepreneurial potential of MBA and engineering students. This study also examines whether the MBA and engineering students differ in terms of their entrepreneurial potential.

This study has used a cross-sectional research design along with a quasi-experimental research method to investigate the study's objectives on a sample consisting of 952 engineering and business students. The study has also used the PLS-SEM approach to carry out the data analysis, and to evaluate the group differences among MBA and engineering students concerning the relationships investigated, i.e. leadership motivation-entrepreneurial potential, and achievement motivation-entrepreneurial potential.

This research has primarily made four findings. First, the study has found that there are statistically significant differences between students pursuing a business education, and those students who are seeking management education about their entrepreneurial potential. Second, this study demonstrates that leadership and achievement motivation are strongly associated with entrepreneurial potential. Third, this research shows that the achievement motivation-entrepreneurial potential is more substantial among engineering students than among business students. However, the leadership-entrepreneurial potential relationship is more influential among MBA students than among engineering students. Lastly, the effect size of leadership is small in comparison with the effect size of achievement motivation, which is substantially healthy.

This research has attempted to address the riddle of a leadership attribution error in the context of entrepreneurship. Accordingly, this study has demonstrated that the idea of leadership attribution error has empirical evidence in the context of entrepreneurship also. Further, this study has tried to address the “behavior-motive preeminence” dichotomy. The results of this research show that internal motivation is more reliable than external leadership behavior in cultivating the entrepreneurial potential of students.

The current research is aimed at exploring entrepreneurial leadership (EL) as a mediator in perceived organizational support (POS) and organizational performance (OP) relationship. Furthermore, it also examined the impact of POS and entrepreneurial leadership on the performance of an organization.

A purposively selected sample of 216 respondents from the SME sector of Oman was chosen for the study.

The results revealed that POS and entrepreneurial leadership positively and significantly have an effect on organizational performance. Moreover, the hypothesized role of entrepreneurial leadership as a mediator between POS and OP relationship was also supported.

In spite of the novelty of the research, it was limited due to a few reasons. First, the research design is cross-sectional. Second, the research only focused SME sector. This research only focused on entrepreneurial leadership as a mediator, whereas, other mediators could have been explored as well.

The research on POS and organizational performance relationship is still in its exploration stage. Past research indicate that POS has an effect on different outcomes within an organization, including its performance. However, still, the research on the entrepreneurial leadership process is quite scarce. The current research will explore it in the context of Oman, where there is a dire need to establish SME sector performance. The unique combination between POS, entrepreneurial leadership and performance in the SME sector of Oman marks the novelty of the current research. This study contributes to the SME’s literature and it is among the pioneer studies exploring the mediating role of entrepreneurial leadership in the relationship between POS and OP.

This paper aims to uncover the challenges facing entrepreneurs in a developing economy, using the retail pharmacy sector in Nigeria. Furthermore, the entrepreneurial leadership attributes that have proved to be valuable in overcoming the challenges faced in this sector will be identified.

The study is exploratory. Data collection is based on semi-structured interviews with retail pharmacy entrepreneurs and their employees. Although there has been some body of literature on entrepreneurial leadership, (Fernald et al., 2005; Gupta et al., 2004), none have addressed the nexus of leadership and entrepreneurship (Cogliser and Brigham, 2004) from the retail pharmacy sector of a developing economy.

Findings show that retail pharmacy entrepreneurs in a developing economy are faced with challenges such as inadequate capital and poor infrastructural facilities. However, despite these challenges, these entrepreneurial leaders were successful because of key attributes, namely, vision, risk-taking and opportunity recognition and exploitation.

The sample size is a limitation to the study. Future studies with a larger sampling base as well as a different sector will provide greater insight.

This study is the first qualitative study to explore the impact of entrepreneurial leadership in the retail pharmacy sector in Nigeria. It identified the training needs for entrepreneurs in this context. By the participants sharing their experiences, the study identified the prerequisites for success, hence motivating other retail pharmacy entrepreneurs.