Research Handbook on Entrepreneurship and Leadership
Show Less

Research Handbook on Entrepreneurship and Leadership

Edited by Richard T. Harrison and Claire Leitch

This Research Handbook argues that the study of entrepreneurs as leaders is a gap in both the leadership and the entrepreneurship literatures. With conceptual and empirical chapters from a wide range of cultures and entrepreneurship and leadership ecosystems, the Research Handbook for the first time produces a systematic overview of the entrepreneurial leadership field, providing a state of the art perspective and highlighting unanswered questions and opportunities for further research. It consolidates existing theory development, stimulates new conceptual thinking and includes path-breaking empirical explorations.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 16: Developing entrepreneurial leadership for sustainable organisations

David Rae

Abstract

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.

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.


Further information

or login to access all content.