Abstract

We refine the construct of entrepreneurial leadership and develop a scale for its measurement. We define entrepreneurial leadership as influencing and directing the performance of group members towards the achievement of those organizational goals that involve recognizing and exploiting entrepreneurial opportunities.

We distinguish the focal construct from corporate entrepreneurship and other related, but separate constructs. Entrepreneurial leaders operate on two fronts: On one hand, they participate themselves in activities that lead to recognizing and exploiting new business opportunities (“Entrepreneurial Doer”). On the other hand, they influence and direct the performance of employees towards recognizing and exploiting entrepreneurial opportunities by providing employees with the required resources and encouragement (“Entrepreneurial Accelerator”).

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