Developing entrepreneurial leadership: the challenge for sustainable organisations

Abstract

This article explores the emerging contribution of leadership development to sustainable entrepreneurship. It addresses the need to develop research and effective practices, and suggests how this may be achieved in the context of the challenges organisations which aim for sustainability face in generating longer-term entrepreneurial leadership; in developing an entrepreneurial culture, and in facilitating people into leadership roles which bring about continuing innovation, development and growth.Based on a critical review of the relevant literature and on case-based research, a model for the development of sustainable entrepreneurial leadership is developed with four related themes of strategic direction, culture, community and entrepreneurial innovation. These are proposed as essential contributors to the development of leadership for longer-term sustainability of such organisations and to suggest a future research pathway.The article summarises four case studies developed from research with entrepreneurial leaders in sustainable community organisations, including private, 'for-profit', community, and social enterprise organisations, two in Canada and two in the United Kingdom. Interpretation of the cases identifies the importance of the leaders' principles and ethical values; community involvement; opportunity scanning; and social innovation.

Evaluating Universities’ Readiness in Qualifying Graduates to Achieve Saudi Vision 2030: A Constructive Analysis of Baldrige Scale

“…In this case, it is necessary to classify the dimensions according to their impact and the importance of their relationships with each other since the Baldrige Scale has contributed to developing a measurement tool rather than being just a steady benchmarking model. Therefore, the researcher has adopted the idea of Baldrige Scale to add three more dimensions and has measured their relationship to the model by changing the paragraphs of the 10th dimension which is the result as per Baldrige Scale to be able to compare the natural analysis of the response of the academic sample and the side-effect analysis of the value of the results, which corresponds to the studies of Alshuwaikhat and Mohammed (2017) and Khashan (2017) and the impact of the two groups on a critical dimension, leadership, which was highlighted earlier in the study based on domains of Ahumada, Galdames, and Clarke (2016), Gough et al (2016), Hooley (2017), KSA (2016), Muna (2017), Paffenhöfer and Browman (2017), and Rae (2017).…”