Learning to lead in the entrepreneurial context

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to explore the nature of leadership learning in the entrepreneurial context, by building a dynamic learning perspective of entrepreneurship. It draws on contemporary leadership literature to appreciate entrepreneurial leadership as a social process of becoming located in particular contexts and communities. Design/methodology/approach -Through qualitative phenomenological interviews with nine entrepreneurs the lived experience of learning to lead is explored. The principles of interpretative phenomenological analysis (IPA) are utilised to analyse the data and enable inductive theory-building. Findings -The findings illustrate situated leadership patterns and relationships unique to the entrepreneurial context. A number of significant structural and experiential factors are identified that both shape and restrict the development of leadership practice in small ventures. Specifically, the limited opportunities for leadership enactment and observation, the dominance of the business as the crucible for leadership learning, the influence of the family and the low salience of leadership are highlighted.Research limitations/implications -In appreciating the leadership learning task that nascent entrepreneurs are faced with it is vital that further research delves deeper into the varying levels of "leadership preparedness" brought to new venture creation. From a policy perspective, there is significant value in enabling entrepreneurs to engage in meaningful dialogue, critical reflection and purposive action with their peers through the creation of leadership "learning networks". Originality/value -The research demonstrates leadership learning processes and pathways that are significantly different to those experienced by managers in the employed context. In so doing, this article represents the first systematic attempt to apply a learning perspective to the subject of entrepreneurial leadership.

Developing entrepreneurial leadership: the challenge for sustainable organisations

“…This interaction can be seen as a learning process, related to the entrepreneurial learning literature (Kempster & Cope, 2010). Effective leadership promotes and supports individual and shared learning as an integral part of the strategic and operational working of the organisation.…”

“…Entrepreneurial learning is a process of social emergence and identity construction, in which the individual learns and becomes to fulfil their potential (Rae, 2015;Kempster & Cope, 2010). As all individuals are in some respects limited and flawed, it is essential that they learn to interact and collaborate with others who have complementary strengths.…”

“…Leitch, McMullan & Harrison (2013) explored the roles of human, social and institutional capital in developing entrepreneurial leadership through a relational perspective. Kempster and Cope (2010) brought prior research perspectives to bear from entrepreneurial learning, introducing a conceptual framework for restricted leadership learning in the entrepreneurial context. They found limited experiential forms of social interactive and reflective learning to develop entrepreneurial and leadership capabilities.…”

The entrepreneurial role in primary care dentistry

“…12 Similarly, entrepreneurial attributes have been identified by Kempster and Cope as 'intellectual stimulation, ambitious foresight, creativity, a positive and decisive mind set, intuition, and unorthodox thinking' . 7 The latter is similar to the attributes required in transformational leadership, particularly intellectual stimulation. In terms of thinking (cognition) it has been said that entrepreneurs with a high need for cognition (NFC) are more effective at adaptive decision making.…”

“…It has been suggested that 'in the increasingly turbulent and competitive environment business firms face today, a type of entrepreneurial leader distinct from other behavioural forms of leadership is required'. 7 This environment is also an important influence in the dental sector. It is suggested that the type of entrepreneurial leader needed in primary care dentistry may be conceptualised along four dimensions: individual entrepreneurial characteristics; nature of the operating sector; processes and resources used by entrepreneurs; and the mission and outcomes associated with the entrepreneur.…”