Abstract

Entrepreneurship scholars increasingly acknowledge that entrepreneurship is often a collective activity carried out by an entrepreneurial team, with positive effects on venture performance. We note the absence of studies that examine the role of leadership in these teams and echo Ensley et al.’s (2006) arguments that entrepreneurial opportunities cannot be exploited without the facilitation of individual and collective efforts through leadership. The growing body of work on entrepreneurial teams has tended to focus on issues surrounding team composition, team coordination (in particular conflict) and turnover (see Wright and Vanaelst, 2009). Unfortunately the micro-processes associated with these issues, and the role of leadership in these, is largely overlooked. Thus, we seek to explore how is leadership enacted in creative teams operating in dynamic environments?

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