Edited by Jill Kickul and Sophie Bacq
Chapter 5: Is social entrepreneurship transformational leadership in action?
As the title indicates, we started with this question with a view to understanding how research findings in these two fields of study, social entrepreneurship and transformational leadership, can help groom transformational leaders. It has been argued persuasively by leadership scholars that transformational leaders are essential to building sustainable organizations which consistently create wealth and contribute to the well-being of its employees. Even though the importance of transformational leadership in organizations is gaining more and more acceptance among both practitioners and scholars, most organizations still practice a transactional work style. These transactional work environments are not conducive for developing transformational leaders and therefore in this chapter we suggest that letting aspiring leaders get involved in social entrepreneurial ventures is an effective way to groom future transformational leaders. In this research we explored and uncovered the relationship between social entrepreneurship and transformational leadership for the following two purposes. First, to help social entrepreneurship researchers learn from the transformational leadership literature. Compared to social entrepreneurship research, the field of transformational leadership has reached a certain level of maturity so that social entrepreneurship researchers can borrow proven research methodologies and ideas from it.
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