An Initial Framework for the Role of Leader Fear in the Knowing-Doing Gap of Leadership

To be or not to be: Latent entrepreneurship, the networked agent, and the fear factor

“…Koelinger et al 2007;Mitchell & Shepherd, 2010;Cacciotti & Hayton, 2015), we argue that the entrepreneurship knowing-doing gap is also influenced by fear either towards latent or emergent entrepreneurship. Fear can prevent individuals from acting on their knowledge (Pfeffer & Sutton, 2000) and has been found to influence the knowing-doing gap of leaders in organisations (Ahmadi, Vogel, & Collins, 2016). We thus explore how it may shape latent entrepreneurship, from the perspective of Affective Events Theory.…”

Impact of Intellectual Structural Capital and Knowledge-Based Dynamic Capabilities on the Financial Performance of the Indigenous Craft Industry in Sri Lanka

“…ISC and KBDCs. Many scholars emphasise that ISC promotes KBDCs, which enhances organisational performance (Ahmadi, 2015;Huang & Wu, 2010;Valmohammadi & Ahmadi, 2015). Aspinwall, 2004).…”

Experiencing Human Energy as a Catalyst for Developing Leadership Capacity

“…Organizational members and teams may have accumulated through repeated cycles of reflexivity, debriefing, and personal reflecting and learning, an immense repertoire of leadership capacity in their knowledge base. However, research also shows that leadership knowledge may not automatically translate into employees enacting these insights and skills into leadership practice (Ahmadi, Vogel, & Collins, 2016). Consequently balancing those two dynamics becomes an ongoing crucial task for positive leadership development as a building block for maintaining leadership capacity development.…”