Three Mindsets of Entrepreneurial Leaders

Abstract

Discontinuous change is becoming the norm. This has consequences for how organisations are managed and led. Strategic entrepreneurship—the simultaneous practice of advantage-seeking behaviour and opportunity-seeking behaviour—has been proposed as a solution. But practice of strategic entrepreneurship confronts challenges requiring a special type of leadership for its successful implementation—entrepreneurial leadership. People who display such leadership behaviours are called entrepreneurial leaders. We know little about such individuals. We purposively studied three different types of organisations that renewed themselves under such leaders and inductively arrived at three unique mindsets—purpose-oriented, people-oriented and learning-oriented—which help us unpack one aspect of what makes a leader entrepreneurial. We contribute to the entrepreneurial leadership literature by contributing a more nuanced view to mindsets of such leaders which is an important cognitive filter. Our findings also contribute to the literature on strategic entrepreneurship by indicating how leaders with certain combination of mindsets are better at implementing renewal. We advance practice by enabling organisations better identify and develop mindsets among potential leaders who can take on entrepreneurial roles. Limitations and future research are discussed.

Tahap Budaya Keusahawanan dan Kepimpinan Keusahawanan serta Hubungannya dengan Minda Keusahawanan Anak-Anak Golongan Asnaf

“…Topik mengenai minda keusahawanan merupakan kajian ilmiah yang menarik minat beberapa pengkaji dalam bidang keusahawanan (Ireland et al, 2003;Ananda et al, 2016;Nor Hazwani & Sheerad, 2020;& Subramaniam et al, 2020). Minda keusahawanan adalah tingkah laku manusia yang mempunyai kecenderungan pemikiran untuk meneroka, menilai, dan memanfaatkan peluang terhadap aktiviti dan hasil keusahawanan yang diinginkan (Bosman & Fernhaber, 2018).…”

“…Manakala, pemikiran berorientasikan pembelajaran terbahagi kepada dua komponen iaitu usahawan yang mendengar dan memilih isyarat dari semua pihak; ataupun usahawan yang bereksperimen (Subramaniam & Shankar, 2020). Namun, kedua-dua komponen tersebut mempunyai persamaan iaitu dapat memotivasikan subordinat kerana mereka terlibat dalam tindakan keusahawanan.…”

“…Seterusnya, minda keusahawanan adalah orientasi individu menangani situasi, tetapi ia bersifat tersembunyi (Klein, 2017;Subramaniam et al, 2020). Dalam konteks keusahawanan strategik ada menyatakan bahawa minda keusahawanan dapat didorong oleh budaya dan kepimpinan keusahawanan (Dweck, 2017).…”

Individual entrepreneurial orientation on MSME's performance: the mediating effect of employee motivation and the moderating effect of government intervention

“…Recent nationwide lockdown due to COVID 19 further worsens the situation (Sahoo and Ashwani, 2020). Most of them do not have adequate direction and expertise to handle the sudden changes in a business situation (Subramaniam and Shankar, 2020). This has severe implications for running and managing organisations (Subramaniam and Shankar, 2020), especially small ones.…”

“…Most of them do not have adequate direction and expertise to handle the sudden changes in a business situation (Subramaniam and Shankar, 2020). This has severe implications for running and managing organisations (Subramaniam and Shankar, 2020), especially small ones. So, the MSME sectors look for people who display specific entrepreneurial orientation with leadership behaviour.…”