This article outlines a model of when, why, and how founder-CEOs’ leadership behavior influences startup performance. The model is tested using a sample of 102 startups and their founder-CEOs, and feedback from 372 employees, rating their founder-CEOs’ leadership behavior. The results indicate that transformational leadership has a significant positive effect on startup performance. For transactional leadership as well as laissez-faire leadership no significant direct effects on startup performance were found. Furthermore, the size of the startup has a significant positive moderating effect on the relationship between laissez-faire leadership and startup performance, as well as a significant positive moderating effect on the relationship between the transactional leadership dimension management by exception and startup performance.

Thesis (MPhil (Information Science. Decision Making, Knowledge Dynamics and Values))--Stellenbosch University, 2008.

For many people, the term 'corporate leadership' may conjure up images of Chief Executive Officers (CEOs) and senior management teams, boards of directors and corporate governance arrangements. It might also suggest the existence of a corporate organization. Yet a new enterprise may begin as an idea that eventually finds expression in the form of a startup venture involving one or more founding entrepreneurs, operating on their own at home with the goodwill and support of family and friends and who are looking for customers and sources of income. In time, more leaders may move between established and startup businesses where the priority is to articulate a vision or cause and operate more sustainably in order to reach and engage others, especially younger people. Those who fail to adapt and embrace the requirements for effective 'new leadership' will fall by the wayside.

Background: Although leadership is a topic which has been extensively researched, there is limited literature concerning co-leadership, especially in connection to start-ups. Moreover, as those who ...

Leadership in start-ups has its specific features, which are connected to a high uncertainty, moving of current boundaries, outstanding adaptability and perseverance of the founder. The main goal of this research paper was to identify the role of founders in successful start-ups. The purpose of this research is to determine whether there are certain common characteristics of successful entrepreneurs- start-up founders. In our analysis, we used the questionnaire- Belbin Full Individual Report. This questionnaire analyses and compares self-evaluation of an examined individual with 360-degree analysis of four members of his team. As a successful start-up we defined a company which fulfilled all of the following conditions: creates a unique scalable product/service, exists on the market 4 to 6 years and is achieving revenues in the amount of the third quartile (Q3) in its industry. To make the analysis comparable, analysed figures are only men. In our research we analysed nine founders ...

The purpose of this study is to theoretically construct a conceptual model of entrepreneurial leadership. In the present paper, we provide a precise overview on five highly cited, top journal articles in regards to the entrepreneurial leadership concept, while some other texts are also used to work as complementary materials. In order to accomplish the task, after reviewing the articles by going through their key themes (research questions, key findings, and etc.), the entrepreneurial leadership model is presented, which is mostly applicable for pre-startup firms, while might have some applications for other types of businesses. This conceptual model is illustratively drawn at the end of the paper. It considers different leadership characteristics and skills required to properly lead an entrepreneurial firm, while it also claims that using a team-based leadership approach may further benefit a company in comparison to a solo-entrepreneur one. Keywords: Theoretical/Conceptual model; Entrepreneurial leadership; Pre-startup firms; Management-based approach.

The purpose of this paper is to analyse the entrepreneurial leadership as one of the modern styles of leadership in organizations. The concept of entrepreneurship constantly increases in business organizations and in educational systems. Large and strong businesses around the globe today are borne out of the creativity and effort of start-ups. Analysing the profile of the entrepreneur and the role in organizations as entrepreneurial leaders show that there is a close relationship between the concept of entrepreneurship and the exploration of opportunities which the entrepreneurial leader bases on innovation, risk-taking and adaptability to change. To run successful organizations, managers must have both leadership and entrepreneurial skills. The main motivation of entrepreneurial leaders is in their strive to create and explore social, environmental and economic opportunities. The concept of entrepreneurial leadership is relevant to academic knowledge in that, it is a new stream bei...