This chapter sets out to explore the field of leadership development and its emerging contribution to sustainable entrepreneurship; why there is a need to develop research and effective practices in this area, and how this might be achieved. It studies the questions of how organisations can generate entrepreneurial leadership for their longer-term sustainability; how they can develop a sustained culture of entrepreneurship; and how they can facilitate people into leadership roles, which enable continuing innovation, development and growth. The research is based on four case studies developed from research with entrepreneurial leaders in selected organisations. The leaders had founded or led their organisations for significant periods, and built them up to achieve a level of success, scale and structure. Their organisations include private, ‘for-profit’, community, and social enterprise organisations, but all have a strong sense of ‘community’ identity and sustainability. The interpretation of the cases revealed the importance of the leaders’ principles and ethical values in articulating a vision for what the organisation could achieve. They practised deep community involvement to build trust, by connecting with individuals, families and groups. There is continual scanning for needs and possibilities for social innovation to address problems and create multiple forms of value, connecting latent resources to enact opportunities. Their approach to leadership is distinctive, rather than imitative of other organisations, whilst finding and growing human talent and social capital to develop the organisation is seen as essential for the future.
David Rae, Simon Gee and Robert Moon
Oluwaseun Kolade, Abiodun Egbetokun, David Rae and Javed Hussain
Increasingly, businesses in the 21st century have to grapple with the challenges of operating in turbulent environments characterized by market volatility, political instability, and terrorism. Recently, a new interest has emerged in the role of spiritual capital – that is, the set of personal, intangible, and transcendent resources that emanate from an individual’s spiritual or religious beliefs and experiences and that may be used in economic activity. Spiritual capital is especially relevant in sub-Saharan Africa where there are greater institutional voids, and religion and spirituality play a dominant role in society. This chapter proposes a conceptual framework that interrogates and integrates the relationships between spiritual capital, environmental turbulence, entrepreneurial resilience and firm survival. Finally, we test this theoretical model in an empirical study of 306 SMEs in Nigeria. The results of the hierarchical regression model indicate that faith beliefs have significant impact on entrepreneurial resilience, but prayer and worship do not.