How leadership factors impact different entrepreneurship phases: an analysis with PLS-SEM
Abstract
This research work empirically contributes to the entrepreneurial leadership field by analysing how certain combinations of leadership factors impact entrepreneurship in both its launch and consolidation phases. Two relational models are proposed to study whether entrepreneurial leadership factors are positively related to different entrepreneurial activity process stages. The first analyses the effect on the venture’s launch and start-up phases, and the second examines the impact on the entrepreneurship consolidation stage. Utilising data from 50 countries of the Global Entrepreneurship Monitor, a quantitative partial least squares structural equation method was employed to validate the proposed models. The main conclusion was that the use of some leadership capabilities has an unequal influence on entrepreneurship during its life cycle. This study contributes to the field in two ways: we firstly show that leadership factors are contextual, and their contribution depends on the stage of the entrepreneurial process in which the activity is located; secondly, this research reveals that the development of leadership factors, such as self-efficacy, networking, vision and innovative behaviour, positively condition the start-up and launch phases of entrepreneurship. The outcomes of this research demonstrate significant theoretical and empirical implications by bridging the existing gaps in the niche of entrepreneurial leadership factors.
Keyword : entrepreneurial leadership, entrepreneurial leadership factors, PLS SEM, entrepreneurship, new firms’ growth, entrepreneurship life cycle
How to Cite
Aparisi-Torrijo, S., Ribes-Giner, G., & Chaves-Vargas, J.-C. (2023). How leadership factors impact different entrepreneurship phases: an analysis with PLS-SEM. Journal of Business Economics and Management, 24(1), 136–154. https://doi.org/10.3846/jbem.2023.18599
This work is licensed under a Creative Commons Attribution 4.0 International License.
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Criado-Gomis, A., Iniesta-Bonillo, M., & Cervera-Taulet, A. (2018). Sustainable entrepreneurial orientation within an intrapreneurial context: Effects on business performance. International Entrepreneurship and Management Journal, 14(2), 295–308. https://doi.org/10.1007/s11365-018-0503-x
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Ensley, M. D., Pearce, C. L., & Hmieleski, K. M. (2006). The moderating effect of environmental dynamism on the relationship between entrepreneur leadership behavior and new venture performance. Journal of Business Venturing, 21(2), 243–263. https://doi.org/10.1016/j.jbusvent.2005.04.006
Fernald, L. W. J., Solomon, G. T., & Tarabishy, A. (2005). A new paradigm: Entrepreneurial leadership. International Research Journal, 30(2), 257–276.
Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39–50. https://doi.org/10.1177/002224378101800104
Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. (2011). Authentic leadership: A review of the literature and research agenda. Leadership Quarterly, 22(6), 1120–1145. https://doi.org/10.1016/j.leaqua.2011.09.007
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Hair, J. F., Hollingsworth, C. L., Randolph, A. B., & Chong, A. Y. L. (2017). An updated and expanded assessment of PLS-SEM in information systems research. Industrial Management and Data Systems, 117(3), 442–458. https://doi.org/10.1108/IMDS-04-2016-0130
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