Abstract
An unintentional outcome of this work was the finding on entrepreneurial leadership in which the entrepreneur remains engaged with the responsibility for strategic decision making and opportunity recognition within the firms. Entrepreneurial leadership theory is underscored by a focus on influencing, directing (Ireland et al. 2003; Renko et al. 2015), passion and vision, (Gupta et al. 2004; Thornberry 2006) innovation and uncertainty (Surie and Ashley 2008). The empirical evidence in this work emphasises the significance of context and followers. While there is still little consensus on the more general entrepreneurial leadership constructs, there is considerable support for existing leader-follower theories in the empirical evidence in this study, specifically the lifespan of the entrepreneurial leader at different points. In this way, this work contributes to the argument that entrepreneurial leadership must be context specific and take into account the dynamic between the entrepreneur and senior managers in an attempt to understand and make progress beyond individual level leaderships theories (Zaccaro and Klimoski 2001; Lord et al. 2001; Alvolio 2007). It is very evident in the empirical evidence that the outcomes of the interrelationship between the entrepreneur and senior managers is shaped by the inter-dependent nature of the leader, follower and the relevant context.
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Taylor, L. (2017). The Complex and Elusive Nature of Entrepreneurial Leadership. In: The Entrepreneurial Paradox. Palgrave Macmillan, London. https://doi.org/10.1057/978-1-137-56949-3_11
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DOI: https://doi.org/10.1057/978-1-137-56949-3_11
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