Believe they can succeed, and they will: intrapreneurial behavior and leadership

Abstract

PurposeA leader's job is not to put greatness into people, but rather to recognize that it already exists and to create an environment where that greatness can emerge and grow (Smith, 2014). Based on Brad Smith's quote, the purpose of this study is to investigate the role of the leader's expectations, leader-member exchange (LMX) and organizational climate for innovation in fostering the intrapreneurial behavior (IB) of employees.Design/methodology/approachData were collected from employees and their supervisors working across industries such as pharmaceutical, chemical, engineering and manufacturing. Collected data were then analyzed using the structural equation modeling technique.FindingsThe authors’ results show that LMX and leaders' expectations are positively linked to employees' IB. Moreover, this association is mediated by organizational climate.Practical implicationsThis study's findings contribute to the literature on intrapreneurship and may also help practitioners formulate interventions to foster IB in organizations that will ultimately lead to higher performance.Originality/valueThis study attempted to investigate the effect of LMX and the Pygmalion effect on IB through employees' perception of organizational climate for innovation. The literature in this field is scarce and theoretical development is weak because traditional collaborative or participative leadership approaches are more relevant to an outcome than innovation.

Transformational leadership and non-family employee intrapreneurial behaviour in family-owned firms: the mediating role of adaptive culture and psychological empowerment

“…Secondly, the research examines the mediating effect of adaptive culture on the relationship between transformational leadership and international intrapreneurship (Farrukh et al, 2021). The article emphasizes the fact that intrapreneurship behaviours of employees may translate into firm-level behaviours when organizational factors such as entrepreneurial orientation within the family firm or a pro-innovation culture, tolerance for experimentation and risk-taking, extended autonomy and access to resources for intrapreneur teams all influence these behaviours (Costanza et al, 2016;Laforet, 2016;Lasrado and Kassem, 2021).…”

“…Intrapreneurship is a bottom-up approach to the phenomenon of corporate entrepreneurship, referring to employee dynamic behaviours aimed at transforming and improving the organization through strategic renewal and new business ventures (Do and Luu, 2020). Positive correlation exists between transformational leadership and innovative behaviour (Afsar and Umrani, 2019;Amankwaa et al, 2019;Farrukh et al, 2021;Huynh, 2021). Through creative self-efficacy, horizontal participation, resource availability and a supportive climate, transformational leaders can encourage employee creativity process engagement (Boukamcha, 2019;Moriano et al, 2014;Rigtering and Weitzel, 2013;Yariv and Galit, 2017).…”

“…While transformational leadership has been demonstrated to be a critical premise of intrapreneurship (Afsar et al, 2017;Farrukh et al, 2021;Huynh, 2021;Moriano et al, 2014), its effects are context-dependent and frequently inhibit corporate innovation (Montreuil et al, 2020). Family ties may impede strategic entrepreneurship in family-owned businesses (Arzubiaga et al, 2018).…”

Do Good, Have Good: A Mechanism of Fostering Customer Pro-Environmental Behaviors

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On the Relationship Between Generation Z, Corporate Entrepreneurship and Leadership

“…The approach by Şekerdil & Güneş (2020) provides empirical evidence that leadership can provide grounds for the emergence of corporate entrepreneurship. Similarly, Farrukh, Meng, & Raza (2021) delivers empirical evidence on leader-follower exchange and how this exchange process, together with expectations, can lead to a positive impact on the employees' corporate entrepreneurial behavior.…”