Entrepreneurship research has recognized the entrepreneur as catalyst to the new venture process. A popular stream of research not yet applied to entrepreneurship has been the study of the emotional intelligence of entrepreneurial venture leaders. This web-based exploratory study collected self-assessment data of emotional competencies on successful young entrepreneurs. Participating entrepreneurs reported that they demonstrated high levels of self-confidence, trustworthiness, achievement orientation, service orientation, change catalyst, teamwork and collaboration. Trustworthiness, the ability to maintain standards of honesty and integrity, was ranked highest among 18 emotional competencies measured. The importance of teamwork and collaboration in the new venture process is also emphasized in the findings.

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Purpose – The purpose of this study is to empirically explore the perceptions of leader effectiveness and preference on gender and leadership style. Design/methodology/approach – The interaction between authoritarian and participative leadership style and gender roles was examined for effectiveness and preference using video samples of dramatized leaders. Findings – The results showed that although subjects found participatory leaders to be more effective and also preferred such a style over authoritarian leaders, male leaders were rated to be more effective and more preferred over female leaders. Women leaders who go against their gender stereotype were perceived as even less effective and less preferred than male leaders who exhibited the same style that was identified as a more masculine style. Research limitations/implications – The results suggest that women leaders continue to face challenges overcoming both sexual bias and stereotypes. Women leaders, regardless of style, face an uphill battle in terms of perceptions of effectiveness and preference regardless of who their followers might be. In addition, women leaders who go against the typical gender stereotype might be penalized even more. Practical implications – Despite making progress on gender equity, the study demonstrated the continuing existence of sexual stereotyping and bias in people’s perceptions, even with “younger” subjects. Thus, we need to maintain our focus on actively changing the rules of the workplace (e.g. a recent Harvard Business School experiment) and changing the status quo. Until we level the playing field, we need to continue to play an active role in creating an organizational culture and shaping an environment that is fair and equitable. Originality/value – This paper highlights the current status of gender bias and stereotyping using an innovative methodology of video case studies. The results also highlight the persistence of gender bias and stereotype even in a “neutral” setting with the younger subjects. In addition, the paper empirically demonstrates the double standards women often face in the workplace. Women leaders have often been expected to demonstrate more masculine traits at workplace (as exhibited by the authoritarian style), but when they do, they are penalized for acting out of their gender role.

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What does it take to develop enlightened leaders who can transform their organizations and communities? The quest to develop enlightened leaders who are self-aware, learning centered, adaptable, interpersonally competent, and team oriented is a challenge faced by many management programs. The Master of Science program in Executive Leadership and Organization Change (ELOC) was designed to develop enlightened leaders who can demonstrate outstanding and transformative leadership in their organizations and communities. The ELOC program is an innovative executive-level master's program designed to develop leadership and change management skills through the pedagogical framework of ACT (action learning, competency development, and teamwork). ELOC students participated in a public engagement practicum course in the first summer of their program. A description of the ELOC program as well as a description of the service-learning course is presented. Key components in the program and course that facilitated the desired executive leadership development are highlighted.