Role of meditative foundation entrepreneurial leadership and new venture success

Abstract

The inability of CEOs and founders to be effective leaders has been one of the chief reasons identified for nearly 80% of new venture firms' failures within the first five years of being established. Entrepreneurial leadership has thus begun to garner increased attention as a result of the recognition that entrepreneurs cannot successfully develop new ventures without displaying effective leadership behaviors. While current leadership theories applied to entrepreneurial settings prescribe changing from transformational to transactional as per the environmental demands, a more foundational theory of entrepreneurial leadership that can be consistently implemented through all the phases of new venture creation and management is currently lacking. In order to provide a more consistent leadership style, based on the theory of meditative foundation, our paper proposes a spiritual entrepreneurial leadership model that can support new venture success by increasing founders' and CEOs' ability to be effective leaders in varying scenarios.

Entrepreneurial Leadership and Performance in Chinese New Ventures: A Moderated Mediation Model of Exploratory Innovation, Exploitative Innovation and Environmental Dynamism

“…Further, transformational leadership is highly related to exploratory innovation when the organization's environment is perceived as dynamic; transactional leadership is highly related to exploitative innovation when the organization's environment is perceived as stable (Jansen, Vera & Crossan, ). Our findings also provided potential evidence that entrepreneurial leadership often changes from transformational to transactional leadership style depending on the environmental needs of the new venture (Sundararajan, Sundararajan & Henderson, ; Yildirim & Saygin, ).…”

“…The subsequent two roles of entrepreneurial leadership, namely, building commitment and defining gravity, require the leader to have the leadership ability to motivate others and mobilize resources to facilitate change (Wang & Yang, ). Effective entrepreneurial leadership means displaying the abilities of both entrepreneurs and successful leaders, and seems to be important to the survival and development of new ventures (Sundararajan, Sundararajan & Henderson, ). However, the performance mechanism of entrepreneurial leadership as a new type of leadership in new ventures remains unclear (Wang, Tee & Ahmed, ).…”

“…Considerable research has highlighted the importance of leadership in managing new ventures (Swiercz & Lydon, ; Townsend, Busenitz & Arthurs, ). Entrepreneurial leadership, which embodies the characteristics of both entrepreneurs and successful leaders, has emerged as a new type of leadership in the entrepreneurship literature (Fernald, Solomon & Tarabishy, ; Sundararajan, Sundararajan & Henderson, ; Vecchio, ). Entrepreneurial leadership is defined as a type of ‘leadership that creates visionary scenarios that are used to assemble and mobilize a “supporting cast” of participants who become committed by the vision to the discovery and exploitation of strategic value creation’ (Gupta, MacMillan & Surie, , p. 242).…”

Transformational Leadership: The Emerging Leadership Style of Successful Entrepreneurs

“…In According to M. Sundararajan, B. Sundararajan, and Herderson (2012) among the leadership models, transformational style is applicable when the entrepreneur engages in communicating long-term vision, inspiration, deeper meaning (Conger, 1989), entrepreneurial endeavors (Burns, 1978), as well as initiations critical to the growth of a new firm (Baglia & Hunt, 1988). Also, Thornberry (2006) asserts that entrepreneurial leadership is more like transformational leadership than it is like transactional leadership, yet it differs in some fundamental ways.…”

Entrepreneurial Leadership: Theoretical Approaches for Its Definition and Assessment

“…Последующие две роли предпринимательского лидерства, а именно, формирование приверженности и значимости, требуют от лидера способности мотивировать свою команду и мобилизовать ресурсы для реализации возможностей [26]. Эффективное предпринимательское лидерство означает демонстрацию способностей как предпринимателей, так и успешных лидеров и, судя по результатам некоторых исследований, важно для выживания и развития новых предприятий [27]. Однако механизм повышения эффективности предпринимательского лидерства как нового типа лидерства на новых предприятиях остается неясным [28].…”