Entrepreneurial growth: Bridging experiential learning, ecological systems analysis and governance of entrepreneurship center environments

Abstract

This paper delves into the intricate interplay of leadership dynamics, governance, and regulatory concepts within a South African university-based entrepreneurship center (EC). Guided by Kolb’s (2014) experiential learning model (Kolb, 2014), the research aims to understand how experiential learning shapes leadership and the “self” within the EC, unraveling the nuanced relationship between leadership, personal mastery, governance, and regulatory compliance. The methodology integrates experiential insights, literature reviews, and systems analysis. Key findings highlight the implicit integration of governance and regulatory concepts, ensuring ethical standards adherence. Senge’s (2006) fifth discipline model emphasizes the pivotal role of a learning culture, while concepts of governance structure learning processes and ensure compliance. Personal mastery aligns with governance, emphasizing leaders’ responsibility for ethical standards and continuous self-improvement. Short’s (1998) insights on learning in relationships and Kaner’s (2014) facilitation guide contribute to the governance of participatory decision-making processes within the EC. The methodology contributes to a conceptual framework exploring the reciprocal influence between leadership and the “self”. The study concludes by offering actionable strategies for EC leaders, emphasizing adaptability, collaboration, and a profound understanding of leadership dynamics, governance, and regulatory concepts. Its relevance lies in guiding EC leaders toward sustained growth in the ever-evolving entrepreneurship ecosystem.