Entrepreneurship and leadership: common trends and common threads

Vecchio, Robert P.

doi:10.1016/s1053-4822(03)00019-6

Cited by 356 publications

(357 citation statements)

References 71 publications

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“…They observed the lack of prior research on entrepreneurial leadership, and deficient understanding of the topic, with little attention paid to how entrepreneurial leadership behaviours are learnt. Highlighting significant prior contributions, they compared contextual, situation-specific leadership (Vecchio, 2003) and holistic approaches to entrepreneurial leadership in the literature, noting a lack of definition based on conflicting models. They found there to be little explicit teaching of entrepreneurial leadership, with entrepreneurship more emphasised than leadership.…”

Section: Critique Of Prior Literaturementioning

confidence: 99%

Developing entrepreneurial leadership: the challenge for sustainable organisations

Rae

2017

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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Section: Critique Of Prior Literaturementioning

confidence: 99%

Developing entrepreneurial leadership: the challenge for sustainable organisations

Rae

2017

IJWI

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“…However, research shows that leadership and entrepreneurship are intrinsically linked. In Vecchio's analysis comparing entrepreneurship and leadership, Entrepreneurship and Leadership: Common Trends and Common Threads 16 , he looks at the scholarly fields of entrepreneurship and leadership in depth, including much published research, and comes to the following stark conclusions:…”

Section: Introducing Leadership Education Into the Entrepreneurship Cmentioning

confidence: 99%

“…"many of the constructs used in the area of entrepreneurship are also found within the mainstream of leadership theory" (pg 322). 16 2. "entrepreneurship is leadership within a narrow, specific content" (pg 322).…”

Section: Introducing Leadership Education Into the Entrepreneurship Cmentioning

confidence: 99%

“…"entrepreneurship is leadership within a narrow, specific content" (pg 322). 16 3. "it is more cogent and parsimonious to view entrepreneurship as simply a type of leadership that occurs in a specific setting" (pg 322).…”

Section: Introducing Leadership Education Into the Entrepreneurship Cmentioning

confidence: 99%

“…"it is more cogent and parsimonious to view entrepreneurship as simply a type of leadership that occurs in a specific setting" (pg 322). 16 Vecchio also argues that that leadership can be effectively taught, but also has to be experienced. He states that leadership can be taught "for certain aspects of leadership (such as appreciation of obstacles, an awareness of different role models, and knowledge of frameworks for understanding/interpreting social processes" and experienced "for certain aspects of leadership that are more situation-specific (such as whether to undertake a personal "makeover", to challenge one's own supervisor, or to join toastmasters)."…”

Section: Introducing Leadership Education Into the Entrepreneurship Cmentioning

confidence: 99%

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Entrepreneurship Education: Engineering a Pracademic Approach

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Gandhi

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Policy dynamics and types of agency: From individual to collective patterns of action

Capano

Galanti

2018

European Policy Analysis

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Despite the relevance of structures and constraints to the outcomes of policy‐making, agency emerges as a key aspect in accounting for policy dynamics. Indeed, agency is a concept that may embrace different components according to their empirical reference and policy context. In policy studies, different agents are conceptualized to be relevant in policy‐making, but they address the issues of similar individuals who randomly jump into the policy process to make a specific contribution. This paper proposes to de‐personalize agency in policy dynamics by arguing that the different types of agents can be attributed to specific patterns of action and that related tasks are a necessary element of stability and change in policy dynamics. Thus, we propose three types of patterns—entrepreneurship, brokerage, and leadership—and we show how the use of these concepts can help to better order, describe, and grasp agency in policy dynamics.

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Entrepreneurship and leadership: common trends and common threads

Cited by 356 publications

References 71 publications

Developing entrepreneurial leadership: the challenge for sustainable organisations

Developing entrepreneurial leadership: the challenge for sustainable organisations

Entrepreneurship Education: Engineering a Pracademic Approach

Policy dynamics and types of agency: From individual to collective patterns of action

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