Developing entrepreneurial leadership: the challenge for sustainable organisations

Rae, David

doi:10.1504/ijwi.2017.080725

Cited by 16 publications

(18 citation statements)

References 16 publications

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“…It is worth noting that there is a gap in the literature regarding the impact of entrepreneurial leadership on the organization's sustainable performance. Rae [12] declared that "The roles of founders, entrepreneurs and leaders of such organizations can offer them a public profile, yet relatively little is known about leadership development in the field of sustainable entrepreneurship." Thus, there was a need to investigate this in the current study.…”

Section: Rationale/originalitymentioning

confidence: 99%

“…Furthermore, the current research was a fulfillment to the call of Rae [12] to study entrepreneurial leadership's position towards sustainability, community development, and organizational innovation performance. Additionally, it represents an opportunity to contribute by connecting theoretical and practical knowledge of entrepreneurial leadership together.…”

Section: Rationale/originalitymentioning

confidence: 99%

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Entrepreneurial Leadership and Sustainable Development—A Systematic Literature Review

et al. 2021

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The main aim of this study was to clarify the current literary inconsistencies regarding the characteristics of entrepreneurial leadership and its impact on sustainability. Additionally, another aim was to establish the framework of entrepreneurial leadership and to highlight the main gaps in the entrepreneurial leadership literature. The entrepreneurial leadership literature started to develop recently as a new leadership style that is required to fulfill the current business changes in the fourth industrial revolution. The researchers conducted a narrative literature review to assess the status of entrepreneurial leadership in academia, literature gaps, and the impact of entrepreneurial leadership on the sustainability performance of organizations. Furthermore, the researchers main aim was to investigate the following research question: is entrepreneurial leadership a fixed or a multidimensional concept that differs based on industry, context, and firm size? Regarding the answer to this question, the current study found that entrepreneurial leadership is a multidimensional concept as it is reflected in different perspectives, which indicates the inconsistency of the characteristics of entrepreneurial leadership claimed in the literature. Research limitations—the current study focused on assessing the literature review status of entrepreneurial leadership. Based on that, this study’s limitation is represented in not focusing on testing entrepreneurial leadership’s impact on sustainability either quantitatively or qualitatively. On the contrary, it contributed by analyzing the status of the entrepreneurial leadership literature. Future studies need to further assess this relationship between both concepts and reach an agreement about the common characteristics of entrepreneurial leadership. Originality/value—the current study contributes to the entrepreneurial leadership literature as it highlighted the existing gaps and the inconsistency in the literature. Additionally, it contributed theoretically by connecting entrepreneurial leadership to the existing literature. Furthermore, empirically, it highlighted the contribution of entrepreneurial leadership by emphasizing the impact of it on organizational sustainable development performance. This study represents a call for scholars to focus more on entrepreneurial leadership given its contribution to organizational performance.

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Section: Rationale/originalitymentioning

confidence: 99%

Section: Rationale/originalitymentioning

confidence: 99%

Entrepreneurial Leadership and Sustainable Development—A Systematic Literature Review

et al. 2021

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“…Changing individuals' perception of their capabilities and competencies and optimising their personal efficacy through participation in development, learning, and apprenticeship programmes can be undertaken (Bagheri, 2017;Cai et al, 2018). Entrepreneurial leadership inspires organisations and makes it possible to implement the mechanisms that promote an organisational innovation climate by identifying and exploiting potentials that enhance organisational achievement, addressing challenges through newly discovered approaches, and using the organisational resources effectively and efficiently (Rae, 2017).…”

Section: Entrepreneurial Leadership and Organisational Performancementioning

confidence: 99%

“…Entrepreneurial leadership is an effective leadership style to build teams to accomplish organisational innovation (Renko et al, 2015). Entrepreneurial leadership enhances organisational performance by reinforcing an innovation culture by seeking and exploiting creative opportunities (Rae, 2017). Entrepreneurial leaders adopt philosophy and management practices leading to systemic innovation management to integrate knowledge in the new methods, processes, and products (Fontana & Musa, 2017; V. K. Gupta & Batra, 2016).…”

Section: Introductionmentioning

confidence: 99%

Entrepreneurial Leadership and Organisational Performance of SMEs in Kuwait: The Intermediate Mechanisms of Innovation Management and Learning Orientation

Sawaean

Ali

Alenezi

2021

IJIKM

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Aim/Purpose: This study aimed to investigate the impact of innovation management and learning orientation as the mechanisms playing the role of an intermediate relationship between entrepreneurial leadership and organisational performance of small and medium enterprises (SMEs) in Kuwait. Background: SMEs are currently among the principal economic instruments in most industrialised and developing countries. The contribution of SMEs can be viewed from various perspectives primarily related to the crucial role they play in developing entrepreneurial activities, employment generation, and improving innovativeness. Developing countries, including Kuwait and other countries, in the Gulf Cooperation Council (GCC), have recognised the key role played by SMEs as a strong pillar of growth. Consequently, many governments have formulated policies and programmes to facilitate the growth and success of SMEs. Unfortunately, the organisational performance of SMEs in developing countries, particularly in Kuwait, remains below expectations. The lagged growth could be due to a lack of good managerial practices and increasing competition that negatively impact their performance. Numerous researchers discovered the positive effect of entrepreneurial leadership on SMEs’ performance. However, a lack of clarity remains regarding the direct impact of entrepreneurial leadership on SMEs’ performance, especially in developing countries. Therefore, the nexus between entrepreneurial leadership and organisational performance is still indecisive and requires further studies. Methodology: This study adopted a quantitative approach based on a cross-sectional survey and descriptive design to gather data within a specific period. The data were collected by distributing a survey questionnaire to Kuwaiti SMEs’ owners and Chief Executive Officers (CEOs) via online and on-hand instruments. A total of 384 useable questionnaires were obtained. Moreover, the partial least square-structural equation modelling (PLS-SEM) analysis was performed to test the hypotheses. Contribution: The current study contributed to the existing literature by developing a moderated mediation model integrating entrepreneurial leadership, innovation management, and learning orientation. The study also investigated their effect on the organisational performance of SMEs. The study findings also bridged the existing significant literature gap regarding the role of these variables on SMEs’ performance in developing countries, particularly in Kuwait, due to the dearth of studies linking these variables in this context. Furthermore, this study empirically confirmed the significant effect of innovation management and learning orientation as intermediate variables in strengthening the relationship between entrepreneurial leadership and organisational performance in the settings of Kuwait SMEs, which has not been verified previously. Findings: The study findings showed the beneficial and significant impact of entrepreneurial leadership and innovation management on SME’s organisational performance. The relationship between entrepreneurial leadership and SMEs’ organisational performance is fundamentally mediated by innovation management and moderated by learning orientation. Recommendations for Practitioners: The present study provides valuable insights and information regarding the factors considered by the government, policymakers, SMEs’ stakeholders, and other authorities in the effort to increase the organisational performance level and facilitate the growth of SMEs in Kuwait. SMEs’ owners or CEOs should improve their awareness and knowledge of the importance of entrepreneurial leadership, innovation management, and learning orientation. These variables will have beneficial effects on the performance and assets to achieve success and sustainability if adopted and managed systematically. This study also recommends that SMEs’ entrepreneurs and top management should facilitate supportive culture by creating and maintaining an organisational climate and structure that encourages learning behaviour and innovation mindset among individuals. The initiative will motivate them towards acquiring, sharing, and utilising knowledge and increasing their ability to manage innovation systemically in all production processes to adapt to new technologies, practices, methods, and different circumstances. Recommendation for Researchers: The study findings highlighted the mediating effect of innovation management on the relationship between entrepreneurial leadership (the independent variable) and SMEs’ organisational performance (the dependent variable) and the moderating effect of learning orientation in the same nexus. These relationships were not extensively addressed in SMEs of developing countries and require further validation. Impact on Society: This study aims to influence the management strategies and practices adopted by entrepreneurs and policymakers who work in SMEs in developing countries. The effect will be reflected in the development of their firms and the national economy in general. Future Research: Future research should investigate the conceptual research framework against the backdrop of other developing economies and in other business settings to generalise the results. Future investigation should seek to establish the effect of entrepreneurial leadership style on other mechanisms, such as knowledge management processes, which could function with entrepreneurial leadership to improve SMEs’ performance efficiently. In addition, future studies may include middle and lower-level managers and employees, leading to more positive outcomes.

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“…An exploratory assessment model to gain the major factors that affect the success of international entrepreneurial projects is proposed by Brière et al (2015). Rae (2017) explored the emerging contribution of leadership development to sustainable entrepreneurship. Taylor (2021) utilized two case studies to present widely divergent forms of entrepreneurship.…”

Section: Literature Surveymentioning

confidence: 99%

Developing a Model Based on Sustainable Development for Prioritizing Entrepreneurial Challenges Under a Competitive Environment

Khalilsanjani¹,

Šaparauskas²,

Yazdani-Chamzini³

et al. 2021

JOC

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In the post-recession period, the business environment in developing countries is still relatively undesirable. Based on the reports published, the number of closed entrepreneurs are significantly more than the number of those newly established. These statistics also reflect that the development of entrepreneurship faces several challenges. However, a strategic management program must be accurately conducted to effectively control entrepreneurial challenges based on the limitation of time and financial resources. On the other hand, the program should provide an appropriate opportunity for competitiveness by producing better quality goods and services successfully marketed to consumers. The aim of this paper is to propose a robust model with a high potential for evaluation of entrepreneurial challenges in order to identify and control the most critical ones. To achieve the aim, the most critical parameters should be identified to prevent wasting the resources. Likewise, the analytical network process (ANP) method, a branch of multi-criteria decision making (MCDM) techniques, is a powerful tool that can consider all interrelationships and interdependencies between criteria. On the other hand, neutrosophic sets are among the most widespread approaches in coping with vagueness and unknown environment. The methodology employed in this paper uses a combination model based on ANP and neutrosophic sets using sustainable development indicators to prioritize the challenges of entrepreneurship. The results show that the proposed model has a high potential to provide a process for decision-making under a vague environment.

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Developing entrepreneurial leadership: the challenge for sustainable organisations

Cited by 16 publications

References 16 publications

Entrepreneurial Leadership and Sustainable Development—A Systematic Literature Review

Entrepreneurial Leadership and Sustainable Development—A Systematic Literature Review

Entrepreneurial Leadership and Organisational Performance of SMEs in Kuwait: The Intermediate Mechanisms of Innovation Management and Learning Orientation

Developing a Model Based on Sustainable Development for Prioritizing Entrepreneurial Challenges Under a Competitive Environment

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