Abstract
The purpose of this study is to explore the impact of entrepreneurial leadership on entrepreneurial performance in start-ups. Specifically, a moderated serial mediation model was developed to investigate the mediating role of tacit knowledge sharing and job embeddedness and the moderating effect of career growth opportunities. Data was collected from 376 start-up employees via an online survey platform. Using hierarchical multiple regression and Hayes' PROCESS Macro by SPSS 21.0, and structural equation modeling by AMOS 23.0, support was found for both mediation and moderation effects. Results showed that entrepreneurial leadership significantly positively affects entrepreneurial performance by mediating with tacit knowledge sharing and job embeddedness. Moreover, career growth opportunities moderate the serial mediating effect of tacit knowledge sharing and job embeddedness between entrepreneurial leadership and entrepreneurial performance. This study provides theoretical guidance for entrepreneurial leadership to improve entrepreneurial performance.
Highlights
The rapid development of the Internet has given rise to a boom in entrepreneurship
In order to address the aforementioned gaps in the extant research regarding the impact of entrepreneurial leadership (EL) on entrepreneurial performance (EP), this study introduces two mediating variables: tacit knowledge sharing (TKS) at the team level and job embeddedness (JE) at the individual level
Because the EL, TKS, JE, career growth opportunities (CGO), and EP data come from the same source, the possibility of a common method variance existing between the five constructs could not be disregarded
Summary
The rapid development of the Internet has given rise to a boom in entrepreneurship. According to the Global Entrepreneurship Monitor’s 2018/2019 global report, “79.3% of respondents think entrepreneurship is a good career choice” (Bosma and Kelley, 2019). Not all start-ups end up achieving success. Many entrepreneurs who begin their ventures with great enthusiasm are eventually eliminated from the market as a result of not achieving satisfactory business performance. How can leaders reorganize and lead their organizations and employees to move forward in this increasingly uncertain environment? How can the process of starting a business be made more rewarding? How can leaders retain employees in a rapidly changing competitive landscape with increasing risks? How might leaders motivate employees to perform well? These are the questions that start-ups face, and the questions addressed by this study. Entrepreneurial leadership (EL) has not been fully explored in-depth; as such, this study seeks to clarify the effect of EL on entrepreneurial performance (EP) in start-ups
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