Balancing dual missions for social venture growth:

Management and health care literature is increasingly preoccupied with leadership as a collective social process, and related leadership concepts such as distributed leadership have therefore recently gained momentum. This paper investigates how formal, i.e. transformational, transactional and empowering, leadership styles affect employees' perceived agency in distributed leadership, and whether these associations are mediated by employees' perceived organizational efficacy. Based on large-scale survey data from a study at one of Scandinavia's largest public hospitals (N ¼ 1,147), our results show that all leadership styles had a significant positive impact on employees' perceived agency in distributed leadership. Further, organizational efficacy related negatively to employees' perceived agency in distributed leadership; however, a mediatory impact of this on the formal leadership styles-distributed leadership relationship was not detected. These results emphasize the importance of formal leaders to enhance employee involvement in various leadership functions; still, employees might prefer to participate in leadership functions when they perceive that the organization is struggling to achieve its goals.Leadership 0(0) 1-24

No abstract

Purpose Since Sarasvathy’s (2001) research on decision-making logics of expert entrepreneurs, effectuation has become a cornerstone in entrepreneurship education. Effectuation is not only subjectified in entrepreneurship education, but has also become conceptualized as a method in the learning process. The purpose of this paper is to explore how students, who are novice entrepreneurs, react to working effectually and which barriers they face when applying effectual decision-making logics in a university course. Design/methodology/approach A student-centered process course in entrepreneurship with 142 students provides a unique opportunity to explore the phenomena. Participant/teacher observations, written and oral work from the students and finally formal and informal written evaluations of the course by the students provide comprehensive data. Findings The authors find that students experience three barriers to using effectuation. These are: noviceness, regarding the project as a “school project,” perceived lack of legitimacy of both the instructors and the process. Originality/value The contribution of this study is threefold: first, to contribute to the understanding of the applicability of effectuation for novice entrepreneurs in the classroom; second, to articulate the factors that hinder entrepreneurial learning when effectuation is used in a process course; and third, to shed light on the importance of contextual factors for individual learning.

This article examines the relationship between transformational, transactional and empowering leadership and the innovative behavior of public sector employees. Instead of investigating their association individually, this article focuses on the interaction between different types of leadership. The analysis is based on a survey from one of Denmark's largest hospitals (n=1,647). The main result is that empowering leadership, which focuses on employee capacity, moderates the association between transformational leadership, which is directed at motivation, and innovative behavior. The findings emphasize the importance for scholars and practitioners of not only focusing on a single leadership style but understanding how they work in combination.