Leadership in the Context of Corporate Entrepreneurship

Abstract

Established companies rely on innovation to maintain their competitiveness in the rapidly changing economic environment. These companies must perpetually develop new products and services, and create new businesses and new business models. To do so, entrepreneurial leaders within established companies need to understand and align their projects with the corporate vision and business goals. The entrepreneurial leaders must also lead by influence to obtain necessary resources to fulfill these goals. Creating an environment that encourages innovation and engenders trust is necessary for the success of entrepreneurial leaders. Skills relating to perspective taking and influence as well as the need for agility are also crucial.

Entrepreneurial leadership in a developing economy: a skill-based analysis

“…However, it is arguable that most studies on entrepreneurial leadership have neglected this perspective. Few studies that attempted to take this approach are rather conceptual and fail to provide the required empirical base to justify their assertions (Freeman, 2014;Guo, 2009;Hentschke, 2010;Karol, 2015;Lippitt, 1987 Lippitt (1987), the first work to take this perspective, identifies six characteristics of an entrepreneurial leader: risk taking, divergent thinking, sharp focus, personal responsibility, economic orientation, and learning from experience. However, the use of characteristics rather than skills suggests the comeback of the trait perspective which has been widely criticised in literature.…”

The Impact of Entrepreneurial Leadership on Nurses’ Innovation Behavior

“…Prior research has suggested EL as an influential leadership style and behavior for stimulating and improving IWB, as well as for consequently fostering competitiveness, effectiveness, and the growth of organizations of all sizes and natures (Karol, ; Kim et al., ; Koryak et al., 2015; Leitch, McMullan, & Harrison, ; Renko, Tarabishy, Carsrud, & Brännback, ), including health care (Ballein, ; Guo, ). Entrepreneurship also has been explored as the mechanism that improves the impact of leadership styles such as transformational leadership on innovation (Chen et al., ).…”

“…Entrepreneurship also has been explored as the mechanism that improves the impact of leadership styles such as transformational leadership on innovation (Chen et al., ). EL improves innovation through developing an inspiring entrepreneurial vision (Guo, ; Karol, ). To achieve the vision, entrepreneurial leaders improve employees’ attitudes toward and self‐efficacy in creating novel ideas and direct them to implement new ideas (Gupta, MacMillan, & Surie, ; Kang et al., ; Kim et al., ; Leitch et al., ; Renko et al., ).…”

“…To achieve the vision, entrepreneurial leaders improve employees’ attitudes toward and self‐efficacy in creating novel ideas and direct them to implement new ideas (Gupta, MacMillan, & Surie, ; Kang et al., ; Kim et al., ; Leitch et al., ; Renko et al., ). Such leaders also create an environment and culture in the organization that encourage and support employees to face the challenges of engaging in innovation efforts (Karol, ).…”

Do we Lead Together? Leadership Behavioral Integration and Coordination in Entrepreneurial Ecosystems

“…The proposed theory also contributes to EE scholarship by creating direct linkages between EE research and strategic leadership. Despite the deep connections between the disciplines of entrepreneurship, leadership, and strategy (e.g., Freeman & Siegfried, ; Karol, ; Reid, Anglin, Baur, Short, & Buckley, ; Tian & Smith, ), EE research has yet to incorporate insights from strategic leadership, which is indicative of a general lack of theory in EE research (Spigel & Harrison, ). Strategic leadership research has focused on leadership groups in traditional organizations; however, it is theorized that the perspective can be modified and applied to understand leadership groups that operate outside the confines of single organizations in meta‐organizations, like EEs.…”