Entrepreneurial leadership measurement: a multi-dimensional construct

Abstract

PurposeThe purpose of this paper is to refine our understanding of entrepreneurial leadership by developing a multi-dimensional measure for the construct through a comprehensive approach based on the skills and competencies of entrepreneurial leaders as well as their behaviour and roles.Design/methodology/approachFollowing the evidence collected across two cultural and economic contexts namely Iran and Scotland and prior theoretical conceptualisations, this study designed an entrepreneurial leadership scale. Questionnaires were the mode of data collection, and data was triangulated via participants and literature.FindingsFrom the study a detailed conceptualisation of entrepreneurial leadership was formed, which in turn provides the basis for an empirical-based construct of this phenomenon and its measurement from a cross-cultural perspective. Specifically, this study identifies the items that best describe each dimension of entrepreneurial leadership. By these findings, this study provides the skills, competencies and specific behaviour of entrepreneurial leaders.Originality/valueThe findings of this study have implications the theory and practice. By highlighting the dimensions of entrepreneurial leadership, this study assists the development of theories on how entrepreneurial leadership influence the process of innovation and opportunity recognition. This study is one of the first to examine the validity and reliability of the measure developed for the construct across two countries having different cultural and economic contexts, namely Iran and Scotland. In practice, the findings of this study serve as a useful reference for practitioners of the skills, behaviours and competencies expected of entrepreneurial leaders.

Challenges and competencies of entrepreneurial leaders in driving innovation at DIY laboratories

“…Both entrepreneurs and leaders have different complexities in personality, skills and attributes since an entrepreneur needs to perform various roles in different situations simultaneously. Therefore, for the success and development of a new venture, an entrepreneurial leader needs to develop a particular set of competencies (Swiercz and Lydon 2002;Gupta, MacMillan, and Surie 2004 ;Bagheri and Harrison 2020;).…”

“…The role of entrepreneurial leadership skills is critical in new venture formation, performance and growth. Entrepreneurial leadership competencies are also recognised as crucial for leaders in leading a current organisation in a growing competitive and challenging environment (Bagheri and Pihie 2011;Bagheri and Harrison 2020). Various authors have explored the competencies of entrepreneurial leaders in a different context.…”

“…These relational competencies include effective bargaining, diplomacy while task-oriented competencies involve innovativeness, proactiveness and flexibility. Moreover, Bagheri and Harrison (2020) drawing on skills, competencies, roles and behaviour of entrepreneurial leaders in the context of Iran and Scotland, developed a multi-dimensional scale of entrepreneurial leaders. Omeihe et al 2020 discussed the skills and attributes of entrepreneurial leaders within the fashion industry of Nigeria; and identified five key skills (technical skills, conceptual skills, interpersonal skills, entrepreneurial skills and expectation management skills) and attributes (hard work, long-term view, passion and length of service, creativity, innovation and vision) of entrepreneurial leaders.…”

“…Innovativeness refers to the entrepreneurial leader's capability of being creative in recognising business opportunities, using resources efficiently and finding an innovative solution to problems (Gupta, MacMillan, and Surie 2004;Okudan and Rzasa 2006;Chen 2007;Bagheri and Pihie 2011;Bagheri and Harrison 2020). Unlike traditional leaders, entrepreneurial leaders have creative skills that enable them to think and act on novel ideas and value creation (Surie and Ashley 2008).…”

Kepemimpinan Kewirausahaan, Pemberdayaan Psikologis, Keselamatan Psikologis, dan Kreativitas: Studi pada Karyawan Konstruksi di Jakarta

“…Kedua, kontribusi besar dari penelitian saat ini adalah untuk meneliti peran kepemimpinan kewirausahaan yang merupakan teori kepemimpinan baru dalam merangsang kreativitas karyawan melalui keselamatan psikologis dan pemberdayaan psikologis khususnya di industri konstruksi. Dengan demikian, ini memperkaya literatur kreativitas dengan mengeksplorasi mekanisme kreativitas karyawan melalui kepemimpinan kewirausahaan dan memvalidasi Jurnal Manajemen dan Bisnis Equlibrium 4 DOI: https://doi.org/10.47329/jurnal_mbe.v7i1.51 pentingnya faktor psikologis dalam pengembangan kreativitas dibandingkan dengan studi sebelumnya, yang telah berfokus terutama pada konsep atau skala pengembangan kepemimpinan kewirausahaan (Bagheri & Harrison, 2020;Leitch & Volery, 2017;Renko et al, 2015). Ketiga, penelitian saat ini memvalidasi teori kepemimpinan kewirausahaan dalam organisasi yang didirikan, seperti yang disarankan oleh para penelitian terkemuka dari para pemimpin kewirausahaan yang telah mengidentifikasinya adalah teori kepemimpinan baru yang berlaku untuk ukuran apa pun dan jenis organisasi apa pun (Renko et al, 2015).…”