• The Journal of Asian Finance, Economics and Business
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• v.8 no.10
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• pp.37-45
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• 2021

The purpose of this study was to explore and investigate: the direct impact of training on entrepreneurial performance and self-efficacy, the direct impact of leadership attitudes on entrepreneurial performance, and self-efficacy, the direct impact of self-efficacy on entrepreneurial performance, self-efficacy as a mediator of the effect of training on entrepreneurial performance, and self-efficacy as a mediator of the effect of leadership attitudes on entrepreneurial performance. This study purposively involved 131 entrepreneurs in Village-Owned Enterprises, Kuningan, Indonesia. The data was collected using a questionnaire. The data obtained was analyzed using Path Analysis with SPSS statistical software. This study has several findings. First, training has a significant effect on entrepreneurial performance and self-efficacy. Second, leadership attitudes have a significant effect on entrepreneurial performance and self-efficacy. Third, self-efficacy has a significant effect on entrepreneurial performance. Fourth, self-efficacy mediates the effect of training on entrepreneurial performance. Fifth, self-efficacy mediates the effect of leadership attitudes on entrepreneurial performance. The findings demonstrated that using self-efficacy-based training and leadership attitudes can enhance entrepreneurial self-confidence and assist them to improve their performance.

• The Journal of Economics, Marketing and Management
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• v.8 no.4
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• pp.37-45
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• 2020

Purpose: This study aims to clarify the concept of entrepreneurial leadership by reviewing the relevant existing studies, and to examine changes in entrepreneurial leadership research through review and statistical analysis on the articles published in Korean and international journals. Research Design, Data, and Methodology: Among the papers published between 2010 and 2020, 8 Korean studies and 42 international studies (UK and US) that clearly identify entrepreneurial leadership as research topic were analyzed. Results: Examinations on the yearly trends, keywords, and research methods reveal that research on entrepreneurial leadership is increasing recently with the emphasis on the statistical analysis. Keyword analysis shows high frequency of team and innovation for domestic research, while overseas research focuses on entrepreneurship, leadership, and gender associated keywords. Conclusions: This study has confirmed that overseas studies employ various methodologies, focusing on statistical analysis and that the effect of entrepreneurial leadership are in progress. For domestic cases, studies on entrepreneurial leadership are limited in number. Research topics and methods are areas that need further improvements. Research on entrepreneurial leadership has recently begun, requiring diversity in the subjects and methods for future development

• The Journal of Asian Finance, Economics and Business
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• v.8 no.4
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• pp.225-237
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• 2021

The current study aims to classify what determines entrepreneurial leadership among small and medium enterprises (SMEs) in the Saudi Arabian context. It also attempted to recognize the role played by entrepreneurial leadership by supporting SMEs in the nation's sustainable economic growth. The study is based on a primary survey administered among SMEs in the Riyadh region of Saudi Arabia. Overall, 152 responses were collected. However, after data cleaning, only 107 were found to be fit for final analysis. Structural Equation Modelling using SmartPLS® Software was applied for analysis. The findings emerged from the study immensely concluded that entrepreneurial leadership is an essential instrument for managers/owners of the SMEs sector who aim to improve the efficiency of tasks and contextual performance in Saudi Arabia. The study came across that "ability to absorb uncertainty," "ability to build commitment," "the ability to frame the Challenge," "the ability of path-clearing," and "ability to specify limits," are the five constructs that help frame the entrepreneurial leadership in the Saudi context. The study suggests that leadership trainers, SME policymakers must focus on precisely these skills to inculcate the ability of entrepreneurial leadership among Saudi entrepreneurs, SMEs owners, and managers.

• Journal of Digital Convergence
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• v.18 no.10
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• pp.107-117
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• 2020

With the advent of the Fourth Industrial Revolution, companies pursue innovation and opportunities, and corporate performance is also newly defined. As a result, the demand for new leadership is stronger. This paper conducted an empirical analysis to examine the role of team efficacy between entrepreneurial leadership and team performance. Using the SPSS 21.0 and AMOS 20.0 Statistics Package, 530 members in 79 work teams in China collected data was analyzed. The results showed that entrepreneurial leadership has a positive (+) effect on team performance, and team efficacy has a partial mediating effect between entrepreneurial leadership and team performance. This study deepened the understanding of entrepreneurial leadership and revealed the importance of entrepreneurial leadership in organizations. Future research can focus on multi-level research involving self-efficacy and individual entrepreneurial intent.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.18 no.4
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• pp.165-175
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• 2023

In venture creation research, studying 'entrepreneurial leadership' is important for uncovering and comprehending the underlying causal process in innovative behavior performance. Although previous studies provide that entrepreneurial leadership enhances followers' innovative behavior, there is few research on entrepreneurial leadership and followers' characteristics interaction. The present study's focus is paradoxical effects of entrepreneurial leadership on self-efficacy and innovative behavior. On the basis of individual regulatory focus, this study suggests that interaction effects of entrepreneurial leadership and followers' regulatory focus differed in promotion view and prevention view followers' innovative behavior. To strengthen the casual mechanism, this study conducted in priming experiment method using employees in SMEs. This study used a 2(entrepreneurial leadership vs. control) x 2 (regulatory focus: promotion vs. prevention) between-participants design. The results of this study provide that (1) Individuals in promotion focus especially benefited from entrepreneurial leadership in terms of its effect on their self-efficacy and innovative behavior; (2) whereas entrepreneurial leadership was negatively related to self-efficacy and innovative behavior of followers' prevention focus. In sum, results of the present study supporting evidence for hypotheses, combined effect of entrepreneurial leadership and regulatory focus on innovative behavior through self-efficacy. Experimental results confirmed hypotheses of this study, revealing that promotion focus show more innovative behavior than prevention focus when their leaders' leadership style is entrepreneurial leadership. Also, the paradoxical effect of entrepreneurial leadership and regulatory focus of followers on innovative behavior was mediated by followers' self-efficacy. This study helps explain how leaders' entrepreneurial leadership boost followers' innovative behavior, particularly for those employees who have promotion focus. The current study contributes to the theory of entrepreneurial leadership and regulatory focus and innovation literature. Findings of this study shed light on the organizational processes that shape innovative behavior in venture/startup corporations and provide contributions for venture business field.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.17 no.3
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• pp.77-87
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• 2022

Previous literatures have provided growing evidence regarding the impact of leadership in enhancing follower creativity. Despite these ample evidences, a noticeable omission in this body of study is entrepreneurial leadership. The present study extends leadership·creativity research by developing a mediation-moderation model and investigating the key roles that innovation climate and psychological empowerment may play in the mechanism between entrepreneurial leadership and followers' individual creativity. Using a data of 161 SME's members, the results show that: (a) followers' psychological empowerment positively mediates the relationship between entrepreneurial leadership and individual creativity; (b) the impact of entrepreneurial leadership on followers' psychological empowerment through innovation climate is high (in other words, innovation climate positively moderates the relationship between entrepreneurial leadership and followers' psychological empowerment). This study gain more comprehensive insight of individual creativity and leader's entrepreneurial leadership, to foster more creative venture organizations. The findings of this study make several important implications to present venture·leadership·creativity knowledge. Future studies should examine a broad range of mediating or moderating processes through which context for innovation effects positively on individual creativity. Therefore, additional study is needed to test if the results of this research can be generalized across industry·firm types.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.13 no.3
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• pp.59-69
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• 2018

This study aimed at ascertaining the effect of entrepreneurship education on fostering entrepreneurial leadership in the context of Korean university students. Total 224 students participated in the study from three different universities nationwide. In order to acquire clear understanding of the effect of entrepreneurship education on entrepreneurial leadership, three key variables that include proactiveness, innovativeness and risk-taking were focused on the study in line with the prior studies. The findings suggest that entrepreneurship education had positive relationships with proactiveness, innovativeness and risk-taking, all of which are known as the key elements of entrepreneurial leadership. The findings imply that entrepreneurship education should be reinforced to foster the basic competence of entrepreneurial leadership for university students. Both theoretical and practical implications were provided to give guidelines the effective entrepreneurship education down the road.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.8
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• pp.445-450
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• 2020

This research investigates the role of entrepreneurial leadership in micro-enterprise development in the district of Majalengka in West Java, Indonesia. This study applied a qualitative content analysis method to understand the phenomenon of micro-enterprises comprehensively. The data of this research was collected using surveys, interviews, and a group discussion. The findings indicated that technological information adaptation plays a crucial role in the development of micro-enterprise development. Since the group of millennials dominated the leadership, it has provided more creativity by implementing technological information instead of the previous generation that faced difficulties in adopting the technology. This study noted that inadequate technology adaptation makes micro-business gradually lose customers, and the business was threatened to close. Meanwhile, the role of leadership drives the business development, sales have risen, the number of products has been increasingly diverse, and business capital and number of employees have grown. The establishment of an entrepreneur group could facilitate peer-to-peer contact, knowledge transfer, training, and intervention to enhance leadership and business development. This finding pointed out that the leadership will successfully influence business development when supported by several characteristics such as manage the business, capture opportunities, confidence, firmness, personal integrity, communication, and social and technical expertise.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.10 no.6
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• pp.261-268
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• 2015

This study is aimed at clarifying the influence of an elementary school student's leadership on the Entrepreneurial spirit, and whether the career awareness really gives a regulatory effect on the Entrepreneurial spirit. This study organized the students above 4th grade in an elementary school located in Seoul as research subject; then this study analyzed the collected 420 questionnaires in August, 2015, using SPSS 21.0 Statistical Program. This study used frequency analysis, descriptive statistic analysis and cross analysis as a statistic analysis method. The research issues include 1)Does the leadership of an elementary school student have a significant influence on the Entrepreneurial spirit? 2) Is it possible for career awareness to play a regulatory role in the relationship between an elementary school student's leadership and the Entrepreneurial spirit? The research results of this study are as follows: First, it was found that an elementary school student's leadership has a significant influence on the Entrepreneurial spirit. Second, about whether independent variable factors cause a difference in career awareness as regulating variable in the relationship, in which independent variable factors have an influence on the Entrepreneurial spirit, only a part shows a significant effect as a regulating variable. This study hopes that this research results could provide data to meet the educational alternative to the necessity of leadership education required by the present period, and provide the basis of the use for educational policy for elementary school students with this research results as the center.

• Korean small business review
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• v.42 no.1
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• pp.135-165
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• 2020

This study aimed to examine relationships between founders' entrepreneurial leadership, team learning behavior, team boundary spanning, and perceived performance in early-stage startups. The following results were recorded: (i) the indirect effects of entrepreneurial leadership on perceived performance via team learning behavior were statistically significant (β=.309, p<.05). (ii) relationships between team learning behavior and perceived performance were strengthened by team boundary spanning behavior (β=.259, p<.05). In this study, three practical implications are provided as follows: (i) startups need to seek team learning readiness and external learning stimulus to facilitate generative and transformative team learning; (ii) accelerators need to develop an entrepreneurial leadership program for founders; and (iii) startups need to explore external information by interacting with investors, R&D institutions, and other startups to strengthen the impact of team learning behavior on performance. Furthermore, two directions for future research are suggested as follows: (i) future researchers need to test causal relationships between entrepreneurial leadership and team learning behavior based on a newly designed time-series measurement plan; (ii) the actual effects of entrepreneurial leadership, team learning behavior and team boundary spanning on financial performance need to be tested two or three years later when the financial performance of early-stage startups usually becomes evident.