Entrepreneurial Leadership and Sustainable Development—A Systematic Literature Review

Pauceanu, Alexandrina Maria; Rabie, Nada; Moustafa, Ayman; Jiroveanu, Daniel Constantin

doi:10.3390/su132111695

Cited by 31 publications

(31 citation statements)

References 49 publications

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“…According to Leitch and Volery (2017), entrepreneurial leadership is an effective leadership styles. Pauceanu et al (2021) emphasized the contribution of entrepreneurial leadership, by enhancing organizational innovation performance and employees' creativity and, consequently, the overall sustainable performance of the organization. Literature also supports the view that transactional leadership significantly enhances organizational learning, an important organizational resource for firms' sustainability (Barney, 1991).…”

Section: Effect Of Talent Managementmentioning

confidence: 99%

The effect of talent management and leadership styles on firms’ sustainable performance

Kafetzopoulos

Gotzamani²

2022

EBR

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Purpose This study aims to develop a framework that examines how different leadership styles influence talent management (TM) and how these leadership styles and TM influence firms’ sustainable performance considering the moderating role of environmental dynamism. Design/methodology/approach To achieve these objectives, an empirical survey was conducted among 480 participant firms in Greece. Hierarchical regression was performed to test the hypotheses. Findings This study reveals the significance of authoritative and transformational leadership on TM. The results also show the positive effect of talent development on sustainability. Moreover, entrepreneurial leadership is found to be the most influential style for economic sustainability, whereas transformational and transactional leaderships are the most influential leadership styles for social and environmental sustainability performance. Research limitations/implications The data was collected at only one point in time, while sustainability is a continuous process. Moreover, only four leadership styles were addressed. Practical implications Proper leadership style should be selected to facilitate different sustainability dimensions. Talent development is a valuable investment toward sustainable performance of firms. Originality/value This study contributes to the upper echelon theory, identifying whether and how different leadership styles affect TM and sustainability. The study also advances the human recourse development literature by critically reviewing and identifying the influence of TM on firms’ sustainable performance. Moreover, the role of environmental dynamism is revealed on all the above relationships.

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Section: Effect Of Talent Managementmentioning

confidence: 99%

The effect of talent management and leadership styles on firms’ sustainable performance

Kafetzopoulos

Gotzamani²

2022

EBR

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“…Corporate social capital is a category resulting from participation in a network of relationships which grants the participants access to the resources of cooperating enterprises and those jointly produced on the basis of shared norms, principles, values, and trust. Researchers' findings include the impact of positive interpersonal relationships among employees on effective knowledge management [33] and higher job performance [34], or the importance of positive leadership on employee motivation and engagement [35], as well as on the success of organizations and their sustainable performance [36,37]. Consequently, this promotes improved operational efficiency and builds competitive advantage.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Building Relations between the Company and Employees: The Moderating Role of Leadership

Słupska

Drewniak

et al. 2022

Sustainability

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The relationships between employees and the actions taken by leaders have become critical. The purpose of this paper is to highlight activities that may improve internal relations in an enterprise, and how managers and employees perceive such actions. The study was conducted between 2018 and 2020 and focused on the importance of relational competencies in creating enterprise value and the importance of leadership. The analysis included 10 large companies operating internationally. Both managers (N = 10) of the surveyed companies and employees (N = 185) participated in the study. It can be stated that it is not uncommon for the studied businesses to take steps to improve their internal relationships. The evaluation of the steps taken to improve internal connections, on the other hand, differs between the groups tested. Cluster analysis revealed that managers’ views of the importance and application of the provided measures in their organizations were similar, whereas employees’ assessments of the researched phenomena were not. Building intra-organizational relations plays an important role in ensuring the sustainable operation of modern enterprises. It is of great importance, especially in the crisis situation caused by the COVID-19 pandemic and the geopolitical uncertainty in the world currently.

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“…Since then, a number of scholars of the entrepreneurship field have studied the impact of entrepreneurial leadership on different types of resources to investigate their specific influence on entrepreneurial endeavours in order to develop the performance of their firm. Further, Pauceanu et al (2021) indicated that the connection between RBV and entrepreneurial leadership should be more addressed by considering entrepreneurial leadership abilities among the intangible resources that help firms to accomplish a competitive advantage, and maximize the firm's performance. Therefore, this study responded to the recommendations made by previous studies in order to extend existing knowledge in terms of the connection between RBV and entrepreneurial leadership.…”

Section: Theoretical Implicationsmentioning

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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Entrepreneurial Leadership and Sustainable Development—A Systematic Literature Review

Cited by 31 publications

References 49 publications

The effect of talent management and leadership styles on firms’ sustainable performance

The effect of talent management and leadership styles on firms’ sustainable performance

Building Relations between the Company and Employees: The Moderating Role of Leadership

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

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