Authors: David Rae
Addresses: Bishop Grosseteste University, Longdales Road, Lincoln, LN1 3DY, UK
Abstract: This article explores the emerging contribution of leadership development to sustainable entrepreneurship. It addresses the need to develop research and effective practices, and suggests how this may be achieved in the context of the challenges organisations which aim for sustainability face in generating longer-term entrepreneurial leadership; in developing an entrepreneurial culture, and in facilitating people into leadership roles which bring about continuing innovation, development and growth. Based on a critical review of the relevant literature and on case-based research, a model for the development of sustainable entrepreneurial leadership is developed with four related themes of strategic direction, culture, community and entrepreneurial innovation. These are proposed as essential contributors to the development of leadership for longer-term sustainability of such organisations and to suggest a future research pathway. The article summarises four case studies developed from research with entrepreneurial leaders in sustainable community organisations, including private, 'for-profit', community, and social enterprise organisations, two in Canada and two in the UK. Interpretation of the cases identifies the importance of the leaders' principles and ethical values; community involvement; opportunity scanning; and social innovation.
Keywords: entrepreneurial leadership; sustainable organisations; sustainability; social enterprises; entrepreneurship; entrepreneurial innovation; entrepreneurial culture; Canada; UK; United Kingdom; leader principles; ethical values; community involvement; opportunity scanning; social innovation; ethics.
International Journal of Work Innovation, 2017 Vol.2 No.1, pp.76 - 100
Available online: 28 Nov 2016 *Full-text access for editors Access for subscribers Purchase this article Comment on this article