Leadership Styles That Mostly Promote Social Entrepreneurship

2020 ◽  
pp. 1-24 ◽  
Author(s):  
Çağlar Doğru
Keyword(s):  
Leadership Styles ◽  
Social Entrepreneurship ◽  
Visionary Leadership ◽  
Social Value ◽  
Modern World ◽  
Entrepreneurial Leadership ◽  
Paternalistic Leadership ◽  
Cultural Leadership ◽  
Innovative Leadership ◽  
Negative Leadership

Creating social value with the help of social entrepreneurship is among the most meaningful goals of ventures in the modern world. The intent of this chapter is to evaluate the effects of different leadership styles on social entrepreneurship theoretically. A detailed literature scanning was conducted in order to find correlations between different leadership styles and social entrepreneurship so as to note which of them mostly promotes social entrepreneurship. Among the leadership styles included in the study, there exists entrepreneurial leadership, responsible leadership, innovative leadership, value-based leadership, visionary leadership, strategic leadership, transformational leadership, authentic leadership, cultural leadership, paternalistic leadership, servant leadership, ambidextrous leadership, ethical leadership, and negative leadership styles. As a consequence, all of the leadership styles included in this chapter, except for negative leadership styles, were proposed to promote social entrepreneurship based on the related literature.

scholarly journals Consequences of Cultural Leadership Styles for Social Entrepreneurship: A Theoretical Framework

2019 ◽  
Vol 11 (4) ◽  
pp. 965 ◽  
Author(s):  
Etayankara Muralidharan ◽  
Saurav Pathak
Keyword(s):  
Leadership Styles ◽  
Social Entrepreneurship ◽  
National Level ◽  
Social Entrepreneurs ◽  
Leadership Theories ◽  
Implicit Leadership ◽  
Cultural Leadership ◽  
Implicit Leadership Theories ◽  
Government Effectiveness ◽  
Comparative Entrepreneurship

The purpose of this conceptual article is to understand how the interplay of national-level institutions of culturally endorsed leadership styles, government effectiveness, and societal trust affects individual likelihood to become social entrepreneurs. We present an institutional framework comprising cultural leadership styles (normative institutions), government effectiveness (regulatory institutions), and societal trust (cognitive institutions) to predict individual likelihood of social entrepreneurship. Using the insight of culture–entrepreneurship fit and drawing on institutional configuration perspective we posit that culturally endorsed implicit leadership theories (CLTs) of charismatic and participatory leadership positively impact the likelihood of individuals becoming social entrepreneurs. Further, we posit that this impact is particularly pronounced when a country’s regulatory quality manifested by government effectiveness is supportive of social entrepreneurship and when there exist high levels of societal trust. Research on CLTs and their impact on entrepreneurial behavior is limited. We contribute to comparative entrepreneurship research by introducing a cultural antecedent of social entrepreneurship in CLTs and through a deeper understanding of their interplay with national-level institutions to draw the boundary conditions of our framework.

scholarly journals Leadership styles and employees' performance: A case of family-owned manufacturing company, Cape Coast

2021 ◽  
Vol 3 (2) ◽  
pp. 149-164
Author(s):  
Godson Kwame Amegayibor ◽  
Keyword(s):  
Leadership Styles ◽  
Employee Performance ◽  
Visionary Leadership ◽  
Cape Coast ◽  
Paternalistic Leadership ◽  
Interview Schedule ◽  
Quality Of Work ◽  
Correlational Design ◽  
Data Translation

Abstract Purpose: This study aimed to explore the association between leadership styles and employee performance in a family-owned manufacturing business. Research methodology: For data translation and analysis, the study used a quantitative approach and a correlational design, a census technique of sampling 400 employees, an interview schedule, multiple linear regression, and the Statistical Package for Social Sciences (SPSS) 16.0 Versions. Results: Results revealed that autocratic, charismatic, and paternalistic leadership styles influence employees' performance. The result also revealed that autocratic, charismatic, and visionary leadership styles influence error reduction. Again the result shows that paternalistic and visionary leadership styles influence employees' quality of work. Limitations: The study's main weakness is that it only looked at nine specific leadership styles and their effects on employee performance. Contribution: Given this, managers should consider using leadership styles with stronger predictions in a given situation to drive employees' performance, reduce employees' errors in work and enhance employees' quality of work.

scholarly journals Paternalistic Leadership and Innovative Behavior: Psychological Empowerment as a Mediator

2019 ◽  
Vol 11 (6) ◽  
pp. 1770 ◽  
Author(s):  
Alisher Dedahanov ◽  
Faridun Bozorov ◽  
Sanghyun Sung
Keyword(s):  
Leadership Styles ◽  
Structural Equation ◽  
Equation Modeling ◽  
Manufacturing Companies ◽  
Innovative Behavior ◽  
Paternalistic Leadership ◽  
Authoritarian Leadership ◽  
Mediating Role ◽  
Benevolent Leadership

Purpose: The aim of this study is to examine the mediating role of empowerment on the relationship between paternalistic leadership styles such as benevolent, moral, and authoritarian and employee innovative behavior. Design/methodology/approach: The data were collected from 390 employees of manufacturing companies in the Republic of Korea. To assess the validity of hypotheses we used a structural equation modeling procedure. Findings: The findings suggest that empowerment mediates the relationships among moral and authoritarian leadership styles and employee innovative behavior. However, results indicate that employee innovative behavior does not mediate the associations between benevolent leadership style and employee innovative behavior. Originality/value: Our work is the first to investigate the mediating role of empowerment on the link between paternalistic leadership styles such as benevolent, moral, and authoritarian and employee innovative behavior.

Coopetition in social entrepreneurship: a strategy for social value devolution

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Leandro da Silva Nascimento ◽  
Júlio César da Costa Júnior ◽  
Viviane Santos Salazar ◽  
Adriana Fumi Chim-Miki
Keyword(s):  
Social Entrepreneurship ◽  
Secondary Data ◽  
Social Enterprises ◽  
Social Value ◽  
Primary Sources ◽  
Content Type ◽  
Social Sphere ◽  
Cooperation Level ◽  
The Social ◽  
Competition Level

PurposeCoopetition is a well-studied phenomenon in traditional enterprises. However, it lacks deepening in the social sphere, specifically on hybrid organizations (social and commercial goals). This paper analyzes the configuration of coopetition strategies in social enterprises and how these strategies can improve social value devolution.Design/methodology/approachThe authors conducted a multicase study with Brazilian social enterprises and a social incubator. Semistructured interviews with founders of the social enterprises and the president of the incubator were the primary sources of evidence, supported by observations and secondary data.FindingsThe authors identified four main findings: (1) the social incubator induces coopetition among social enterprises; (2) coopetition is necessary to improve market performance; (3) coopetition is a natural strategy resulting from the activity of the social enterprise; (4) the behavior and context of social enterprises generate a new framework for coopetition formation. This framework comprises three stages of value: a social cooperation level to co-creation of value; second, a social competition level to the appropriation of value; and the third coopetition-balanced level to social value devolution.Originality/valueThe authors advance knowledge on coopetition in an exciting, underexplored context, social entrepreneurship. The authors highlight that the coopetition nature and outcome in social enterprises have specificities compared to traditional businesses. The authors also improve the understanding of social value devolution based on simultaneous cooperation and competition among small social enterprises, allowing theoretical and practical implications. Thus, they advance the recurring discussion in coopetition literature beyond the generation and appropriation of value.

scholarly journals Analisis Budaya Organisasi dan Gaya Kepemimpinan dalam Komunitas Wadah Pemimpin

Koneksi ◽  
2021 ◽  
Vol 5 (1) ◽  
pp. 106
Author(s):  
Phoebe Kristianti ◽  
Riris Loisa
Keyword(s):  
Organizational Culture ◽  
Work Environment ◽  
Leadership Styles ◽  
Leadership Style ◽  
Communication Theory ◽  
Visionary Leadership ◽  
Family Impact ◽  
Ethnographic Approach ◽  
Community Forum ◽  
A Company

In the continuity of a company, there is a pattern of behavior that is carried out continuously by its members. Then formed a culture that is characteristic of the company. Each leader also has his own leadership style in operating the company. With a good organizational culture and leadership style, it can form a comfortable work environment and can support the success of the company. The formulation of the problem that will be examined is how is the organizational culture and leadership style in the Leader Forum Community? The method used in this research is a qualitative ethnographic approach, studied with organizational communication theory, organizational culture, and leadership style. The purpose of this research is to describe and find out the organizational culture and leadership style in the Community of Leaders Forum. The object to be studied is the organizational culture and leadership styles used in the Leader Community Forum. Based on the results of research related to organizational culture and leadership styles in the Community of Wadah Leaders, it can be concluded that the value of Family Impact Teamwork continues to be emphasized to members as a reference for acting in the community. And leaders apply a combination of charismatic, transactional, transformational, and visionary leadership styles in Komunitas Wadah Pemimpin.Dalam keberlangsungan suatu perusahaan terdapat pola perilaku yang dilakukan secara terus menerus oleh anggotanya. Kemudian terbentuk sebuah budaya yang menjadi ciri khas dalam perusahaan tersebut. Setiap pemimpin juga memiliki gaya kepemimpinan tersendiri dalam mengoperasikan perusahaan. Dengan adanya budaya organisasi dan gaya kepemimpinan yang baik dapat membentuk lingkungan kerja yang nyaman serta dapat medukung keberhasilan perusahaan. Rumusan masalah yang ditelaah dalam penelitian ini adalah bagaimana budaya organisasi dan gaya kepemimpinan dalam Komunitas Wadah Pemimpin? Metode yang digunakan dalam penelitian ini adalah metode etnografi dengan pendekatan kualitatif. Penelitian ini dikaji dengan teori komunikasi organisasi, budaya organisasi, serta gaya kepemimpinan. Tujuan dari penelitian ini yaitu untuk menggambarkan dan mengetahui budaya organisasi dan gaya kepemimpinan dalam Komunitas Wadah Pemimpin. Objek yang diteliti adalah budaya organisasi serta gaya kepemimpinan yang digunakan dalam Komunitas Wadah Pemimpin. Penelitian ini menyimpulkan bahwa nilai Family Impact Teamwork terus ditekankan kepada anggota sebagai acuan untuk bertindak dalam komunitas. Pemimpin menerapkan kombinasi dari gaya kepemimpinan kharismatik, transaksional, transformasional, dan visioner dalam Komunitas Wadah Pemimpin.

scholarly journals Exploring the characteristic of prophetic-liminality in ministerial leadership: A necessary ethic for contemporary South Africa

2016 ◽  
Vol 40 (1) ◽  
pp. 1-24
Author(s):  
J. Slater
Keyword(s):  
Church And State ◽  
Leading Edge ◽  
Visionary Leadership ◽  
Christian Leadership ◽  
Social Conventions ◽  
Innovative Leadership ◽  
Women Abuse ◽  
Ministerial Leadership ◽  
Problematic Situations ◽  
The Church

This article explores the prophetic liminality of Christian leadership as it is practiced against the contextual backdrop of social, ecclesial and ethical upheavals such as secularism, relativism, sexism, corruption, violence, crime, women abuse, xenophobia, disbelief and disillusionment in authority both in church and state. It argues for an up-to-date and leading-edge church-ministerial response to modern-day situations. It proposes liminal and innovative leadership for both church and state. However, the liminal quality is specifically aligned with the prophetic dimension of leadership. A prophet's leadership is here understood as visionary leadership that challenges and directs people beyond the ordinary, and confronts that which is unethical in society. Liminal here implies being and functioning at the cutting-edge of events, trailbracing and by steering away from the conventional approaches. Sadly, because leadership had become enmeshed with the systemic designs of the church, society, economics, culture or tribe, it demands to be interjected with an exceptional characteristic to minister both directly and at the same time indirectly to problematic situations. In the words of Diarmud O’Murchu, for a leader to function liminally s/he needs to be on the doorstep or on the horizon of everything contemporary. For leaders to stay in force and relevant implies living with innovative freedom, with human-divine recklessness and with honest integrity. In turn for liminality to be an effective quality in leadership, it involves being spiritually and morally courageous and particularly attuned to a transcendent capacity. This enables the leader to move with the ever changing circumstances of our times, into different situations and cultures, thus devising and applying different responses that constantly accommodate new possibilities The article carves out a theological and a directional itinerary for ministerial leadership that offers a liminal-prophetic liminal–transcendent challenge to leadership today. Liminal transcendent leadership pleads not to be dictated by ecclesial or social conventions and neither by personal conventions. Liminal leadership is by nature a painful search for an appropriate response to what is new, for that which is different in contemporary scenarios.

scholarly journals MEASURING THE EFFICIENCY OF SOCIAL ENTREPRENEURSHIP

2020 ◽  
pp. 193-198
Author(s):  
A. N. Timokhovich ◽  
O. I. Nikuradze
Keyword(s):  
Social Entrepreneurship ◽  
Cost Benefit Analysis ◽  
Cost Benefit ◽  
Social Value ◽  
Social Entrepreneurs ◽  
Long Term Effect ◽  
The Social ◽  
Common Problems ◽  
Definition Of

The problems of measuring the efficiency of social entrepreneurship have been affected. The aim of the study is to identify the most relevant methods for measuring social value and evaluating the effects that arise as a result of the activities of social organizations. Various interpretations of the definition of the term “social entrepreneurship” have been given in the article. The main elements of the process of social entrepreneurship, features of the goal setting and risks of activities in the study area have been emphasized. The stages of planning activities in the field of social entrepreneurship have been described. The most common problems of measurements and evaluation of social effects that social entrepreneurs have to deal with in the process of carrying out activities related to the implementation of social projects: difficulty in achieving a quantitative evaluation, difficulty in predicting the long-term effect of activities, limitations on costs, time resources, indicators of accuracy and interpretation of results have been revealed. Problems in forecasting the effectiveness of social projects have been identified. The main methods that can be used by social entrepreneurs and organizations for measuring the social value and assessing impact of ongoing activities (method of cost-benefit analysis, method of social accounting, method of social return on investment, method of analysis of the main resources of efficiency) have been analysed. Recommendations for social entrepreneurs have been formulated.

scholarly journals The Discussion of Social Entrepreneurship: Review of the Literature

2018 ◽  
Vol 150 ◽  
pp. 05095
Author(s):  
Nur Suriaty Daud@Fhiri ◽  
Siti Intan Diyana Ishak ◽  
Suhairimi Abdullah ◽  
A. A. Azmi ◽  
Aida Shakila Ishak ◽  
...  
Keyword(s):  
Social Change ◽  
Comparative Analysis ◽  
Social Entrepreneurship ◽  
Social Needs ◽  
Social Value ◽  
Review Of The Literature ◽  
Business Research ◽  
New Concepts ◽  
The Social ◽  
Commercial Entrepreneurship

The purpose of this article is to explore the various discussion of social entrepreneurship. Social entrepreneurship provides a unique opportunity and assumptions to question, challenge and rethink from different perspective of management and business research. This article offers a comparative analysis of commercial entrepreneurship and social entrepreneurship using a prevailing analytical model from commercial entrepreneurship. The analysis highlights key differences and similarities between commercial entrepreneurship and social entrepreneurship. This article also presents a framework on how to approach the social entrepreneurial process more effectively and systematically. Social entrepreneurship is a process of creating value by combining resources in new concepts. These process are intended primarily to get the opportunities to create social value by stimulating social change or achieve social needs. When viewed as a process, social entrepreneurship involves the offering of products and services but can also refer to the creation of new organizations. This article focuses and analyses the literature finding of social entrepreneurship.

Jekyll and Hyde Leadership: A Multilevel, Multisample Examination of Charisma and Abuse on Follower and Team Outcomes

2018 ◽  
Vol 25 (4) ◽  
pp. 399-415 ◽  
Author(s):  
Junghyun (Jessie) Lee ◽  
Gang Wang ◽  
Ronald F. Piccolo
Keyword(s):  
United States ◽  
Boundary Condition ◽  
Leadership Styles ◽  
Leadership Behaviors ◽  
Abusive Supervision ◽  
Charismatic Leadership ◽  
The United States ◽  
Team Outcomes ◽  
Literature Evidence ◽  
Negative Leadership

Despite the independent treatment of the positive and negative sides of leadership in the literature, evidence suggests that the same leader may demonstrate both positive and negative leadership behaviors albeit with a different frequency (i.e., Jekyll and Hyde). What impacts would such opposing leadership styles jointly have on follower and team outcomes? To address this question, the current study examines the interactive impact of charismatic leadership and abusive supervision on individual- and team-level outcomes. Findings across three different samples gathered from the United States and South Korea suggest significant moderating roles of abusive supervision in the positive relationships of charismatic leadership with follower and team outcomes. This study highlights the importance of incorporating otherwise separate perspectives on leadership and provides insights into the boundary condition that impedes the effectiveness of charismatic leadership. Thus, we call for more research on integrative models of leadership that embrace different aspects of leader behaviors.

Attributes of the Learning-Innovation Transformational Leader

2014 ◽  
pp. 251-267 ◽  
Author(s):  
Fawzy Soliman
Keyword(s):  
Organizational Performance ◽  
Leadership Styles ◽  
Learning Organization ◽  
Leadership Characteristics ◽  
Innovative Leadership ◽  
Innovative Company ◽  
Proposed Model ◽  
Successful Innovation ◽  
Transformation Leadership

This chapter examines the role of transformational leadership in transforming the learning organization into an innovative one. Important features of the leader, such as the ability to assist in developing and accommodating the implementation of knowledge management programs, learning organization concepts, and innovation protocols, are discussed in this chapter. This chapter demonstrates that shifting from learning organization to become an innovative company could involve some unique attributes of a transformation leadership. In that regard, the chapter also demonstrates that organizations need first to create, capture, transfer, and mobilize knowledge before it can be used for learning and then for innovation. The chapter presents a method of studying how successful innovation leaders of companies could find themselves acting in three roles, namely knowledge leader, learning leader, and then innovation leader. The leadership styles and characteristics that could transform the organisation from learning to innovation are discussed. The type of innovative leadership required to enhance the organizational performance is also highlighted. This chapter provides details for understanding innovative leadership based on the concepts for leadership characteristics and styles. The chapter also discusses different leadership styles and the proposed model of innovative leadership used by most firms in their efforts to improve performance. This chapter examines whether the attributes of leaders and styles of leadership could also influence the behaviour of some leaders towards the transformation from learning to innovation settings.

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