The present study examined the relationship between the shared authentic leadership behavior of new venture top management teams (TMTs) and the performance of their firms. Consistent with predictions, findings from a national (United States) random sample of new ventures demonstrated that positive team affective tone mediated the indirect relationship between new venture TMTs’ shared authentic leadership behavior and firm performance. These findings suggest that collective emotions may play an important role in entrepreneurship research since authentic behavior of upper echelon leaders was shown to exert its influence on firm performance indirectly through TMTs’ positive affective tone. Implications of these findings are discussed.
NATIONAL FEDERATION OF INDEPENDENT BUSINESS (NFIB) AWARD FOR EXCELLENCE IN RESEARCH ON THE GENERAL TOPIC OF ENTREPRENEURSHIP
Hmieleski, Keith M.; Cole, Michael S.; and Baron, Robert A.
"LINKING SHARED AUTHENTIC LEADERSHIP TO FIRM PERFORMANCE: A STUDY OF NEW VENTURE TOP MANAGEMENT TEAMS,"
Frontiers of Entrepreneurship Research: Vol. 30
, Article 1.
Available at: http://digitalknowledge.babson.edu/fer/vol30/iss5/1