Abstract
Although it is widely acknowledged that the environments faced by entrepreneurs now are more dynamic than ever, little is known about the effect of dynamic work environments on entrepreneurs’ leader behaviors. Based on the uncertainty reduction theory and the data from 197 entrepreneurs and their subordinates, this research found a positive relationship between dynamic work environments and entrepreneurs’ humble leader behaviors. Moreover, this positive relationship can be mediated by entrepreneurs’ feedback-seeking behavior. And the relationship between dynamic work environments and entrepreneurs’ humble leader behaviors (via feedback-seeking) can be moderated by entrepreneurs’ intolerance of uncertainty. The contributions and implications of this study are discussed.
Highlights
Owing to the imperfect and unbalanced legal and financial supports, relatively unpredictable market demand, rapidly upgrading technologies, and fierce competition (Li and Atuahene-Gima, 2001), entrepreneurial teams, compared to established organizations, confront a more dynamic environment (Brouwer, 2000)
The results show that the relationship between dynamic work environments and humble leader behaviors was significantly mediated by feedback-seeking behavior (R2 = 0.448, p < 0.001)
We prove dynamic work environment can evoke individuals motivation toward uncertainty reduction, and we show that feedback seeking and humble leader behaviors can be useful for entrepreneurs to reduce their uncertainty
Summary
Owing to the imperfect and unbalanced legal and financial supports, relatively unpredictable market demand, rapidly upgrading technologies, and fierce competition (Li and Atuahene-Gima, 2001), entrepreneurial teams, compared to established organizations, confront a more dynamic environment (Brouwer, 2000). Exploring how dynamic environments can affect entrepreneurial teams is very important to know more about entrepreneurial teams and can be very helpful for entrepreneurial teams to seize such kinds of opportunities and avoid many traps in the current dynamic environments (Stinchcombe, 1965). Previous research in this field remarkably focuses on how dynamic environments influence the different strategies entrepreneurial teams adopt. As a matter of fact, entrepreneur behaviors have been considered to be a vital part to the performance of entrepreneurial teams under different situations (Chandler and Hanks, 1994; Obschonka et al, 2018). In this paper, we will try to fill this research gap by exploring how dynamic environments affect entrepreneur behaviors
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