The leadership wheel: the tasks entrepreneurs and senior executives cannot delegate

Hinterhuber, Hans H.; Krauthammer, Eric

doi:10.1002/(sici)1099-1697(199805)7:3<149::aid-jsc334>3.0.co;2-y

Cited by 11 publications

(5 citation statements)

References 5 publications

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Section: Entrepreneurs As Leadersmentioning

confidence: 99%

“…Moreover, entrepreneurs need to sustain and grow the commitment to the organization as it evolves over time. Hinterhuber and Krauthammer (1998) assert that in today's turbulent environment, which demands not only continual innovation but radical improvements in all stakeholders' satisfaction, leadership is more critical than ever for entrepreneurs. Arguing for the cultivation of the leader's well‐being and the importance of self‐awareness, Hinterhuber and Krauthammer (1998) state that leadership stands on three pillars:envisioning;being an example; andincreasing the value of the firm.They further state that employees' entrepreneurial independence and strength (which is fostered and further developed by the entrepreneur/leader) acts as a multiplier that, in turn, increases the leader's ability to lead.…”

Section: Authentic Leadership In the Context Of Newer Small Firmsmentioning

confidence: 99%

“…Hinterhuber and Krauthammer (1998) assert that in today's turbulent environment, which demands not only continual innovation but radical improvements in all stakeholders' satisfaction, leadership is more critical than ever for entrepreneurs. Arguing for the cultivation of the leader's well‐being and the importance of self‐awareness, Hinterhuber and Krauthammer (1998) state that leadership stands on three pillars:envisioning;being an example; andincreasing the value of the firm.They further state that employees' entrepreneurial independence and strength (which is fostered and further developed by the entrepreneur/leader) acts as a multiplier that, in turn, increases the leader's ability to lead. This premise is consistent with our proposed authentic entrepreneur/leader perspective, which asserts that authentic leadership demands inner strength, visibility, credibility, dedication to a shared purpose, personification of values and principles, courage, humility, and respect for others.…”

Section: Authentic Leadership In the Context Of Newer Small Firmsmentioning

confidence: 99%

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Entrepreneurs as authentic leaders: impact on employees' attitudes

Jensen

Luthans

2006

Leadership &Amp; Organization Development Journal

240

189

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Purpose-The leadership of entrepreneurs/business founders, as perceived by their employees, has received limited research attention. Using the Authentic Leadership Model as a guiding framework, this study seeks to provide an exploratory examination of the linkage between employees' perception of the business founder as an authentic leader and the employees' attitudes and happiness. Design/methodology/approach-Participants are employees (n ¼ 179) of 62 newer, smaller businesses. Each business represented in the study had been founded by a single owner still active in the daily operations of the company. Hierarchical linear modeling was used to analyze the two levels of data (individual and business level) gathered in the study. Findings-As hypothesized, the employees' perception of authentic leadership serves as the strongest single predictor of employee job satisfaction (t ¼ 6:453, p ¼ 0:000), organizational commitment (t ¼ 6:665, p ¼ 0:000), and work happiness (t ¼ 5:488, p ¼ 0:000). Research limitations/implications-A convenience sampling method limits the generalizability of results. Experimental and longitudinal future research is needed to assess issues of causality as well as the strength and duration of relationships noted. Future research should focus on how the authentic leadership of the founder/entrepreneur impacts not only employee attitudes, but also the performance and long-term viability of the emerging organization. Originality/value-This exploratory study offers the first application of the Authentic Leadership Model within the context of entrepreneurial ventures, and provides new insights into the relationship between entrepreneur/leader behavior and employee attitudes. Findings indicate that if employees in newer, small organizations view their founder/entrepreneur as an authentic leader, it can have a positive impact on their work-related attitudes and happiness.

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Section: Entrepreneurs As Leadersmentioning

confidence: 99%

Section: Authentic Leadership In the Context Of Newer Small Firmsmentioning

confidence: 99%

Section: Authentic Leadership In the Context Of Newer Small Firmsmentioning

confidence: 99%

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Entrepreneurs as authentic leaders: impact on employees' attitudes

Jensen

Luthans

2006

Leadership &Amp; Organization Development Journal

240

189

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“…In a worst case scenario it may even be reduced to a broad single project-type policy or directive (Krüger, 2004:206). Although relatively little attention has been afforded to implementation specifically during times of turbulence (Hinterhuber & Krauthammer, 1998), a radical conceptual shift has taken place to regard implementation as a carefully planned (implementation starts with formulation) change management process, i.e. being people-oriented (De Kare-Silva, 1997:253).…”

Section: Methodsmentioning

confidence: 99%

The relationship between strategic process dimensions and organisational output performance: A South African investigation in relation to global best practices

Oosthuizen

2005

SAJBM

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Strategic management is concerned with the foundations of sustainable superior output performance. In this regard two divergent, but complementary research traditions exist; one is rooted in micro-economics and is commonly referred to as the ‘hard’ aspects of strategy, whilst the other focuses on social-people aspects, commonly known as the ‘soft’ aspects of strategy. In emerging countries in Africa, Sub-Saharan Africa and South Africa the soft aspects have been emphasised in research with very little attention afforded to the hard process-behaviour of strategy.This paper contributes to an understanding and assessment of strategic process behaviour in South Africa. It firstly establishes a global best practices framework which provides for different contextual environments. This framework then serves as a benchmark for the empirical findings of a survey amongst South African manufacturing organisations.The research concludes that South African organisations achieving above-average output performance are those that closely reflect the profile of the global best practices framework. One core dimension of the strategic process, namely Implementation, was statistically found to be significantly related to above-average output performance. Aspects relating to innovative behaviour also displayed a statistical predictive ability towards above-average output performance.Finally, it is considered that the survey findings suggest an increasingly global context for South Africa and consequently the successful transfer (positive spillover) of strategic management knowledge from the developed to the developing world.Various research gap-areas were identified and need to be explored.

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“…In contrast to the shareholder value model, the stakeholder model takes the interest of different groups into consideration, recognizing that the overall objective of a corporation is sustainability and viability for its long-term development and growth (Halal, 1996;Hinterhuber and Krauthammer, 1998). Managers face a challenging task in a stakeholder oriented company:…”

Section: Shareholder Value Is Out!mentioning

confidence: 99%

Methods and concepts in management: significance, satisfaction and suggestions for further research ? perspectives from Germany, Austria and Switzerland

et al. 2005

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᭹ Considering the number of management concepts and methods that are created, published and promoted it seems possible to create breakthrough initiatives every day. Unfortunately some of them are ephemeral fads with little effect on business success. ᭹ Based on a survey of 114 German, Swiss and Austrian consultants, this paper tries to help managers to determine which concepts will be of significant importance in the coming years. ᭹The authors argue that shareholder value is out, strategic planning makes a comeback, downsizing, lean management and TQM were themes of the last century, knowledge management has to become more user-friendly to survive, and process management and CRM gain in importance.

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The leadership wheel: the tasks entrepreneurs and senior executives cannot delegate

Cited by 11 publications

References 5 publications

Entrepreneurs as authentic leaders: impact on employees' attitudes

Entrepreneurs as authentic leaders: impact on employees' attitudes

The relationship between strategic process dimensions and organisational output performance: A South African investigation in relation to global best practices

Methods and concepts in management: significance, satisfaction and suggestions for further research ? perspectives from Germany, Austria and Switzerland

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