Entrepreneurial leadership: developing and measuring a cross-cultural construct

Gupta, Vipin; MacMillan, Ian C.; Surie, Gita Sud de

doi:10.1016/s0883-9026(03)00040-5

Cited by 639 publications

(899 citation statements)

References 40 publications

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“…Public investment and uses of resources in investment is inefficient because they are not concern with the reduction in cost as firms. When resources are use in civilian economy firms instead of military firms, then this shifting of resources faster the economic growth by improving efficiency and increasing the capital formulation (Feng, 2001;Gupta et al, 2004;Mitra, 2006;Gupta et al, 2010).…”

Section: Introductionmentioning

confidence: 99%

Impact of Public Investment on Economic Growth

Rabnawaz

Jafar

2015

SSRN Journal

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The study examines the relationship between Gross domestic product and public investment. Time series data for empirical investigation covers the period 1980-2009. The data has collected from Pakistan bureau of Statistics, State bank of Pakistan (SBP) and Stockholm International Peace Research Institute (SIPRI). Empirical results show, there is a positive relationship between GDP and public investment in short run. The increase in GDP causes a rapid increase in public investment. Granger causality test apply to check the causality. Results of test show that bi-causal relationship exists between GDP and public investment. Causality runs from GDP to public investment and similarly, from public investment to GDP.

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Section: Introductionmentioning

confidence: 99%

Impact of Public Investment on Economic Growth

Rabnawaz

Jafar

2015

SSRN Journal

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“…It has also been studied from various perspectives (Van de Ven & Chu, 1989), including from the perspective of entrepreneurial research (Gupta, MacMillan, & Surie, 2004;McGrath & MacMillan, 2000). All these studies indicate that innovation leadership promotes and supports an exploratory orientation by cultivating a context for change and adaptation among organizational members (Christensen, 2013;Hammer & Champy, 2009;Van de Ven & Chu, 1989) which usually result in enhanced organizational performance (Carmeli et al, 2010).…”

Section: Discussionmentioning

confidence: 99%

Revisiting Innovation Leadership

Alsolami¹,

Cheng²,

Twalh³

2016

OJL

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Innovation leaders must possess multiple attributes in order to effectively manage the increasing demands for innovation in many facets of business organizations, especially in influencing creativity and innovation. Research findings have indicated that the behaviours of innovation leaders differ from the leadership behaviours that are deemed sufficient in conventional leadership situations. However, the literature on leadership suggests that there remains a research gap-what are the attributes required of successful innovation leaders?-That warrants a study to determine more precisely what those attributes are. A review of the current literature indicated that innovation leadership is a multi-leadership phenomenon consisting, inter alia, of charismatic leadership, transformational leadership and innovation leadership attributes and competencies. This paper discussed the innovation leadership attributes as portrayed in the literature, thereby providing a firm, structural foundation for researching the components of innovation leadership and providing insights to define the construct and, ultimately, to develop a psychometric measure.

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“…Their work highlighted other contributors, including Gupta, MacMillan and Surie (2004), who explored entrepreneurial leadership as a set of active behaviours (i.e. what one does), suggesting that entrepreneurial leaders enact the challenges of communicating a vision and of influencing others to help them realise it.…”

Section: Critique Of Prior Literaturementioning

confidence: 99%

Developing entrepreneurial leadership: the challenge for sustainable organisations

Rae

2016

IJWI

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This article explores the emerging contribution of leadership development to sustainable entrepreneurship. It addresses the need to develop research and effective practices, and suggests how this may be achieved in the context of the challenges organisations which aim for sustainability face in generating longer-term entrepreneurial leadership; in developing an entrepreneurial culture, and in facilitating people into leadership roles which bring about continuing innovation, development and growth.Based on a critical review of the relevant literature and on case-based research, a model for the development of sustainable entrepreneurial leadership is developed with four related themes of strategic direction, culture, community and entrepreneurial innovation. These are proposed as essential contributors to the development of leadership for longer-term sustainability of such organisations and to suggest a future research pathway.The article summarises four case studies developed from research with entrepreneurial leaders in sustainable community organisations, including private, 'for-profit', community, and social enterprise organisations, two in Canada and two in the United Kingdom. Interpretation of the cases identifies the importance of the leaders' principles and ethical values; community involvement; opportunity scanning; and social innovation.

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Entrepreneurial leadership: developing and measuring a cross-cultural construct

Cited by 639 publications

References 40 publications

Impact of Public Investment on Economic Growth

Impact of Public Investment on Economic Growth

Revisiting Innovation Leadership

Developing entrepreneurial leadership: the challenge for sustainable organisations

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