Entrepreneurial Leadership Style Research Articles

Entrepreneurial leadership style towards sustainability through agile and lean base strategy in private universities

The problem and the aim of the study. Even though previous literature in academia has focused on sustainable business practices and the impact of entrepreneurial leadership style on the sustainability of organizations, there is still a gap in the literature regarding the effects of entrepreneurship leadership on the sustainability of employees and companies. This study sought to identify the degree of the impact of entrepreneurial leadership style towards sustainability through agilebased Strategy compared to lean Strategy in private universities. Research methods. The study’s research methodology employs structural equation modeling (SEM) combined with confirmatory factor analysis (CFA) to assess and validate the measurement model and to estimate indirect effects. This methodological approach aimed at achieving a high degree of confidence by focusing on academic and administrative staff across five private institutions in Jordan. The initial collection involved 400 cases, of which 385 passed data screening and were considered valid for the analysis. Data were gathered using online questionnaires in this descriptive correlational study. Results. Findings from this study on the impact of demographic factors on sustainability and leadership styles in a sample of 400 people (later reduced to 385 after outliers and missing data were removed) shed light on the significance of gender, education level, experience, and management level. A bachelor's degree was possessed by 90.4% of respondents, and the majority of those respondents were male 55.8%. There was also a considerable representation throughout different lengths of work. By examining comments on many characteristics, including Entrepreneurship Leadership Style, Lean and Agile Strategies, and sustainability factors, the Agile Strategy stood up as the top model, achieving an average score of 3.8104. The sustainability component with the highest mean score was Economic Sustainability, which also happened to be the highest rated. Through the use of Structural Equation Modeling (SEM), the study was able to hone down on its findings and ultimately eliminate five items based on item loadings. This resulted in a marked improvement in the new model's fit indices. This improved model outperformed the original one in terms of goodness of fit, as evidenced by a Chi-square of 584.663, RMSEA of 0.048, and CFI of 0.933. Analyzing the relationships between the Entrepreneurial Leadership Style and the sustainability outcomes via the lens of the Agile Strategy was a key finding. The importance of the Agile Strategy in improving sustainability at private institutions in Jordan was further supported by the considerable total impact of the Entrepreneurship Leadership Style on sustainability, as measured by p < 0.05, which was mediated by the Agile Strategy. With important ramifications for educational organization methods, this thorough investigation highlights the usefulness of the Agile Strategy in moderating the leadership influence on sustainability. Conclusion. Research shows that private universities in Jordan are more likely to be sustainable when entrepreneurial leadership is in place, and that agile strategy has a stronger impact on this than lean strategy. This highlights the significance of adaptive leadership strategies for promoting long-term viability in higher education. Based on the results, it would be wise to investigate how various leadership approaches affect sustainability in different types of educational settings. This study paves the way for future research in the field of higher education and beyond to investigate the wider effects of entrepreneurial leadership and strategy on the long-term viability of organizations.

OVERQUALIFICATION AND INNOVATIVE WORK BEHAVIOURS: THE ROLE OF ENTREPRENEURIAL LEADERSHIP

The aim of this study is to unpack the bright side of overqualification. Based on social learning and human capital theories, this study is an attempt to explore the relationship between overqualification and innovative work behavior. Further, we investigate the role ofentrepreneurial leaders as a moderator in the relationship between overqualification and innovative work behavior. The study is basedon a dyadic source field study from employees and their supervisors. The empirical results reveal that overqualification has a positiveand significant association with innovative work behavior when the overqualified employees feel that their leader/supervisor has adopted an entrepreneurial leadership style. This is the first study that explores the relationship between overqualification and innovative behavior in the presence of entrepreneurial leadership. Additionally, the limitations, restrictions, and future directions are thoroughly covered.

School principals' leadership styles on implementing inclusive education: the entrepreneurial leadership effect

PurposeThe purpose of this paper is to investigate school principals' leadership styles in Cyprus in relation to students' support for special education needs within the context of inclusive education.Design/methodology/approachThe original type of evidence was qualitative empirical research through the examination of four case studies in school organizations with a high number of students with special education needs. Using the interview protocol, data on school principals' leadership styles were collected from school principals and teachers. The empirical development theory method was used to analyze the data.FindingsThe findings suggest that in the respective school organizations, a combination of all leadership styles can support the desired outcomes of students with special education needs, thereby promoting the inclusive education aspect in school organizations. However, there was a preference for the entrepreneurial leadership style, which connects the external leadership dimension with school principalship.Originality/valueThese findings could assist in shaping a specific educational policy that includes professional development for school principals in entrepreneurship in order to support students with special education needs. Furthermore, the results could be compared to those in other contexts where school principals' leadership styles and practices are promoted in relation to the support of students with special education needs.

A MODEL ON THE RELATIONSHIP BETWEEN TRANSFORMATIONAL LEADERSHIP, TRANSACTIONAL LEADERSHIP, ENTREPRENEURIAL LEADERSHIP, AND THE INNOVATION PROCESS

To enhance competitiveness, organisations should excel in adopting new business processes and ensuring the successful implementation of innovative projects. This study examined the impact of transformational, transactional, and entrepreneurial leadership styles on the innovation process, with a focus on employee innovative behaviour and the climate for innovation as mediating factors. A total of 303 participants from three organisations in the financial services sector (banking and insurance) in Namibia took part in the study. The findings suggest that employing transactional and entrepreneurial leadership styles proves beneficial for fostering innovation within organisations. Specifically, entrepreneurial leadership demonstrates positive effects on both employees’ innovative behaviour and the establishment of an innovation-friendly climate. The study reveals that a conducive climate for innovation significantly contributes to overall innovation. Moreover, the results indicate that only the climate for innovation serves as a significant mediator in the relationship between transactional leadership and the innovation process, as well as between entrepreneurial leadership and the innovation process.

Entrepreneurial Culture and Performance of Small and Medium Scale Enterprises in Anambra State, Nigeria

This study examines the role of entrepreneurial culture on performance of small and medium enterprises in Anambra State, Nigeria. The study aims to investigate the effect of entrepreneurial mindset, entrepreneurial leadership and entrepreneurial values on financial performance, marketing performance, and environmental performance. Relevant literature were reviewed. The study adopted descriptive survey research design. The survey instrument used for data collection for the study was a structured questionnaire with 5 Likert scale responses. The population of study was 2093 made up of registered small and medium scale enterprises in Anambra State, Nigeria. The statistical formula by Borg and Gall was employed to determine the sample size of 408. The instruments were subjected to face and content validity. The reliability of the questionnaire was established through the test-retest and Cronbach Alpha. Simple percentage analysis was used in the analyzing research question. Hypotheses for the study were analyzed using Linear Regression Analysis (MRA). The study revealed that entrepreneurial mindset has a significant positive effect on financial performance, entrepreneurial leadership styles have a significant positive effect on sales performance of small and medium enterprises, and entrepreneurial value has a significant positive influence on marketing performance of small and medium enterprises. The study therefore concluded that entrepreneurial culture has a significant positive effect on the performance of small and medium enterprises in Anambra State, Nigeria. The study recommended that entrepreneurship education in universities should consider teaching techniques that require students’ to have hands-on enterprise experience as well as to practice entrepreneurial directed approach in improving entrepreneurial mindset. Government should encourage the facilitation of workshops and seminars for SMEs operators in order to help their improved entrepreneurial leadership styles for better organizational performance.

Empowering Entrepreneurs in Music Education: The Oboe Mobile Foundation's Vision for Accessibility

This article features an interview[1] with the Founder and CEO of Oboe Mobile Foundation, Dr. Frances Colón, a music education organization focused on the oboe. The author, as an entrepreneur and leader, shares her inspiration for establishing the foundation and innovative approaches to music education. Their personal passion for the oboe and the desire to make a positive impact drove them to create accessible programs, especially for marginalized populations. The interview explores how the author demonstrated entrepreneurial thinking, overcame challenges, fostered a culture of innovation, and collaborated with others to maximize the foundation's impact. The article also highlights the author's strategies for securing funding and resources, empowering their team, and balancing the long-term vision with day-to-day operations. The values of peace, gratitude, humility, integrity, collaboration, empathy, and perseverance are central to the author's entrepreneurial leadership style and have shaped the organizational culture and success of Oboe Mobile Foundation.

An empirical study of entrepreneurial leadership and fear of COVID-19 impact on psychological wellbeing: A mediating effect of job insecurity.

The empirical study proposes a model for investigating the effect of entrepreneurial leadership on job insecurity and employee psychological wellbeing during COVID-19 based on the combined theoretical grounds of The Conservation of Resources Theory and Social Learning. To explore the job insecurity relationship with psychological wellbeing, and measure the impact of Fear of COVID-19, an empirical study was conducted on a sample of 408 employees in Croatia. The data of the cross-sectional study was collected in November and December 2020. A strong influence of job insecurity on the psychological wellbeing of employees has been identified. Furthermore, fear of COVID-19 was found to have adverse psychological effects on wellbeing. The theorized positive impact of entrepreneurial leadership on job insecurity was not supported by the evidence. The strong point of our contribution lies in the finding that the entrepreneurial leadership style alone does not buffer against job insecurity, thus pointing that the more comprehensive inquiry into other organizational factors, such as coping, learning abilities, developmental opportunities, personal disposition, and pressure bearing. The research is the first step toward enhancing our understanding of the entrepreneurial dimension of transactional psychology. The observations we recorded have implications for research into the study of the mental processes and their impact on organizational proactive behavior.

Towards an entrepreneurial leadership based on kindness in a digital age

This study identifies the main competencies required for an entrepreneurial leadership style in the digital age and for effectiveness in innovative organisations. A total of 119 leaders in the technology sector were surveyed. Seven latent variables that give meaning to a new style are identified through a factor analysis. The results show that Teamwork, Motivation and Risk-taking have a direct and significant impact. They are the most developed competencies and, therefore, the ones that have the greatest impact on the Kinder Leadership style (that is, one based more on kindness, caring, gentleness, and graciousness towards colleagues). Creativity and Caring for Others had the least effect. A number of tools are offered for improving the competences with the lowest impact and pushing towards kind entrepreneurship. An entrepreneurial attitude improves the quality of the entrepreneurial ecosystem for business management.

Entrepreneurial leadership and global management of COVID-19: A bibliometric study

Background The coronavirus disease 2019 (COVID-19) pandemic has caused uncertainty in many economic sectors. An entrepreneurial leadership style can become an alternative method of leadership for facing uncertainty. Methods This study uses secondary data from the Scopus website as samples. The samples are papers from Indonesia, China, and the USA. Data were collected through the Scopus website, using keywords entrepreneurial and leadership, saved into a CSV file, and processed using VOSviewer. The findings were analyzed using a systematic search. Results Entrepreneurial leadership as a topic was more prevalent in China than Indonesia and the USA. There were 101 papers from Chinese authors, 28 from Indonesian authors, and 575 from USA authors. However, there was no topic of entrepreneurial leadership connected to the strings of the topic of COVID-19. This study also found that inclusive leadership was used in China and local government leadership was used by the USA government to anticipate the impact of COVID-19. Conclusions Entrepreneurial leadership was not used for COVID-19 pandemic management in USA, China, and Indonesia as a research trend.

Transformational Leadership and Organisational Performance: The Combined Impact of Organisational Learning and Open Innovation

This work deals with the effect of transformational leadership (TL) on organisational performance (OP) through the mediating roles of organisational learning (OL) and open innovation (OI). Data was collected from 202 respondents in Tunisian enterprises using non-probabilistic convenience sampling. Based on structural equation modelling, the findings demonstrate a positive effect of TL on OP through an OI mediation. The study highlighted the direct and indirect effects of TL on OP through a double partial mediation of OI and OL. The document sheds new light on the gaps between TL and entrepreneurial leadership, not as a continuum, but as coexisting entrepreneurial leadership styles.

Do Demographic Variables Make Difference in Entrepreneurial Leadership Style?

Industry 4.0 brings a challenge in terms of labor reduction. However, there is an opportunity in job creation for the creative industry/economy. The creative economy in Indonesia shows an increasingly contribution to the Indonesian economy in recent years, and it is also predicted to continue increasing in the future. Leadership for the entrepreneur is needed to make their business entity (Micro Small Medium Enterprises) to survive and succeed. This research aims to find out whether there is a difference in entrepreneurial leadership style with four demographic variables, i.e., gender, age, education level, and marital status.

Implementation Of Kiai's Leadership Style In Improving Teacher Creativity At The Jawahirul Hikmah Islamic Boarding School Tulungagung

The research in this dissertation is motivated by the kiai as the leader of the pesantren which is an interesting leadership phenomenon. Kiai and teachers innovate with various forms of activities. Kiai improves the quality of Human Resources (HR) for teachers/asatidz and administrators, by instilling faith in the hearts of every student, administrator and board of Asatidz with a sincere attitude of lillahi ta'ala, riyadhoh, uswatun hasanah (exemplary) and patient; changing the mindset of asatidz, developing teacher skills and introducing and strengthening all institutional rules, duties, rights and obligations of asatidz, both as citizens of Islamic boarding schools, communities and citizens. The research approach uses qualitative methods. Data collection techniques are participant observation, in-depth interviews and documentation. The data analysis techniques used are l) data condensation 2) data presentation, 3) conclusion drawing/verification. From the results of this study, it can be concluded that: 1) Ithe implementation of the kiai leadership style in increasing teacher creativity at the Jawahirul Hikmah Islamic Boarding School Tulungagung is carried out by: a) Visionary leadership style is carried out with the kiai being the direction setter, agent of change,good mentor and role modelthe spirit of jihad and the spirit of fighting for and advancing the Jawaahirul Hikmah Islamic boarding school by forming a team in the management of educational institutions and collaborating with external parties in learning activities. b) The entrepreneurial leadership style is carried out by the kiai forming an entrepreneurial organization for Marble mining, carp and catfish farming, freshwater lobster cultivation, AQUAQY Factory to increase teacher creativity. c) Style,Innovative leadership by: (1) Kiai forming Marble mining entrepreneurship organizations, carp and catfish farming, freshwater Lobster cultivation, AQUAQY Factory to increase teacher creativity, (2) Kiai providing guidance by forming small groups with a quarantine model, (3 ) Outdoor class by making small groups in learning. d) Charismatic leadership style consists of: (1) belief in the kiai in providing policies, there are directions and instructions for program implementation to teachers/asatidz and administrators. (2) the kiai in his leadership involves members/followers and gives confidence to his members through all activities. (3) Leaders focus on the performance of their subordinates by providing motivation by providing complex, challenging, initiative, risk so that members become more responsible and diligent. e) The democratic leadership style provides the freedom to accept suggestions, thoughts, ideas from teachers to improve the existing programs at the Jawaahirul Hikmah Islamic Boarding School.

The Four Leadership Styles of Entrepreneurs. A Competency-Based Model for Entrepreneurial Leadership

This research addresses a gap in the literature of a comprehensive model for entrepreneurial leadership style and constructs a model of the entrepreneur-specific leadership style approaching the topic from the angle of competencies. This study methodologically applies literature research and the case survey method with multiple types of quantitative analysis. The paper introduces five leadership dimensions to structure relevant entrepreneurial leadership competencies and identifies the most vital critical entrepreneurial leadership competencies as partnering, communication and discovering customer needs. Four leadership styles – Lone Wolf, Team Builder, Explorer and Architect – are suggested as characteristic for successful entrepreneurs. This paper is the third in a sequence of research papers and presents significant new findings from the research programme.

The Model of Job Performance : Leadership, Workplace, and Motivation

The Model of Job Performance : Leadership, Workplace, and Motivation

Entrepreneurial leadership and employee innovative behavior in the software development firms: do employees' epistemic curiosity and creative process engagement matter?

PurposeBuilding on self-determination theory, this study empirically examined the influence of entrepreneurial leadership (EL) style on employee innovative behavior (EIB) in the context of software development firms located in the twin cities of Pakistan (Rawalpindi and Islamabad).Design/methodology/approachFor the present study, an employee survey (online questionnaire) was used for data collection. The data were collected through an adopted questionnaire by using emails and messaging applications. Structural Equation Modeling (PLS-SEM) was used to analyze data collected from 245 respondents.FindingsThe findings of this study delineate that entrepreneurial leadership positively and significantly influences employee innovative behavior. Moreover, the relationship between entrepreneurial leadership and employee innovative behavior was partially mediated by employee epistemic curiosity (EC) and creative process engagement (CPE). The sequential mediation by the employee epistemic curiosity and creative process engagement between the link of entrepreneurial leadership and employee innovative behavior was also confirmed.Practical implicationsIn innovation-intensive organizations like software development firms, entrepreneurial leadership style can foster employee innovative behavior that is critical for organizational innovation success. This study provides information to the strategic leaders on how leadership behaviors can drive employee innovative behavior, particularly in the context of software development companies.Originality/valueThis study is an attempt to extend the scarce literature on the mechanisms through which leadership styles impact employee innovative behavior. Specifically, the mediating roles of employee epistemic curiosity and creative process engagement have been explored through a self-determination perspective.

Impact of Entrepreneurial Leadership and Bricolage on Job Security and Sustainable Economic Performance: An Empirical Study of Croatian Companies during COVID-19 Pandemic

In the wake of the current socio-economic crisis, discovering an effective strategy for managing uncertainty and successful reallocation of resources became key to ensuring sustainable economic performance. More recent evidence pointed to the entrepreneurial leadership style as an effective means for engaging employees in a more proactive pursuit of organizational goals. This article introduces a novel approach to sustainable economic performance during the COVID-19 pandemic considering entrepreneurial leadership, entrepreneurial bricolage, and job insecurity. The empirical study was performed on a sample of 410 employees from Croatian organizations working in different industries during the COVID outbreak. The study results reveal that entrepreneurial leadership positively impacts sustainable economic performance but does not lead to decreased job insecurity. Expectedly, job insecurity was found to have a negative effect on sustainable economic performance. The results confirmed a positive influence of entrepreneurial bricolage on sustainable economic performance, which is in line with existing literature. However, the moderating effect of entrepreneurial bricolage on the relationship between entrepreneurial leadership and job insecurity was not significant. The findings suggest that companies can sustain their performance or even thrive under entrepreneurial leadership. The study lays the groundwork for further investigation on how entrepreneurial leaders can influence followers’ creative self-efficacy to decrease job uncertainty and prevent fear-induced hindrances, such as organizational deviance and turnover intention in the context of the pandemic.

Do Demographic Variables Make a Difference in Entrepreneurial Leadership Style?

Industry 4.0 brings a challenge in terms of labor reduction. However, there is an opportunity in job creation for the creative industry/economy. The creative economy in Indonesia shows an increasingly contribution to the Indonesian economy in recent years, and it is also predicted to continue increasing in the future. Leadership for the entrepreneur is needed to make their business entity (Micro Small Medium Enterprises) to survive and succeed. This research aims to find out whether there is a difference in entrepreneurial leadership style with four demographic variables, i.e., gender, age, education level, and marital status.

Performance management in the Vietnam public sector: The role of institution, traditional culture and leadership

ABSTRACT Employee performance management (PM) is often promoted as an innovation to improve public sector performance, but globally is hard to implement. Vietnam, like other transitional countries, faces added implementation problems; PM conflicts with aspects of traditional culture and its public sector lacks accountability. This mixed methods study is based on a research sample of 322 participants from 29 Vietnamese public organizations. Results show that accountability positively impacts PM innovation, and that interpersonal relationships, rooted in traditional cultures, negatively impact it. Servant and entrepreneurial leadership styles moderate these relationships. This study contributes by adding clearer understanding of these factors that have relevance to studies of public sector HRM, accountability and leadership.

Entrepreneurial Leadership and Organisational Performance of SMEs in Kuwait: The Intermediate Mechanisms of Innovation Management and Learning Orientation

Aim/Purpose: This study aimed to investigate the impact of innovation management and learning orientation as the mechanisms playing the role of an intermediate relationship between entrepreneurial leadership and organisational performance of small and medium enterprises (SMEs) in Kuwait. Background: SMEs are currently among the principal economic instruments in most industrialised and developing countries. The contribution of SMEs can be viewed from various perspectives primarily related to the crucial role they play in developing entrepreneurial activities, employment generation, and improving innovativeness. Developing countries, including Kuwait and other countries, in the Gulf Cooperation Council (GCC), have recognised the key role played by SMEs as a strong pillar of growth. Consequently, many governments have formulated policies and programmes to facilitate the growth and success of SMEs. Unfortunately, the organisational performance of SMEs in developing countries, particularly in Kuwait, remains below expectations. The lagged growth could be due to a lack of good managerial practices and increasing competition that negatively impact their performance. Numerous researchers discovered the positive effect of entrepreneurial leadership on SMEs’ performance. However, a lack of clarity remains regarding the direct impact of entrepreneurial leadership on SMEs’ performance, especially in developing countries. Therefore, the nexus between entrepreneurial leadership and organisational performance is still indecisive and requires further studies. Methodology: This study adopted a quantitative approach based on a cross-sectional survey and descriptive design to gather data within a specific period. The data were collected by distributing a survey questionnaire to Kuwaiti SMEs’ owners and Chief Executive Officers (CEOs) via online and on-hand instruments. A total of 384 useable questionnaires were obtained. Moreover, the partial least square-structural equation modelling (PLS-SEM) analysis was performed to test the hypotheses. Contribution: The current study contributed to the existing literature by developing a moderated mediation model integrating entrepreneurial leadership, innovation management, and learning orientation. The study also investigated their effect on the organisational performance of SMEs. The study findings also bridged the existing significant literature gap regarding the role of these variables on SMEs’ performance in developing countries, particularly in Kuwait, due to the dearth of studies linking these variables in this context. Furthermore, this study empirically confirmed the significant effect of innovation management and learning orientation as intermediate variables in strengthening the relationship between entrepreneurial leadership and organisational performance in the settings of Kuwait SMEs, which has not been verified previously. Findings: The study findings showed the beneficial and significant impact of entrepreneurial leadership and innovation management on SME’s organisational performance. The relationship between entrepreneurial leadership and SMEs’ organisational performance is fundamentally mediated by innovation management and moderated by learning orientation. Recommendations for Practitioners: The present study provides valuable insights and information regarding the factors considered by the government, policymakers, SMEs’ stakeholders, and other authorities in the effort to increase the organisational performance level and facilitate the growth of SMEs in Kuwait. SMEs’ owners or CEOs should improve their awareness and knowledge of the importance of entrepreneurial leadership, innovation management, and learning orientation. These variables will have beneficial effects on the performance and assets to achieve success and sustainability if adopted and managed systematically. This study also recommends that SMEs’ entrepreneurs and top management should facilitate supportive culture by creating and maintaining an organisational climate and structure that encourages learning behaviour and innovation mindset among individuals. The initiative will motivate them towards acquiring, sharing, and utilising knowledge and increasing their ability to manage innovation systemically in all production processes to adapt to new technologies, practices, methods, and different circumstances. Recommendation for Researchers: The study findings highlighted the mediating effect of innovation management on the relationship between entrepreneurial leadership (the independent variable) and SMEs’ organisational performance (the dependent variable) and the moderating effect of learning orientation in the same nexus. These relationships were not extensively addressed in SMEs of developing countries and require further validation. Impact on Society: This study aims to influence the management strategies and practices adopted by entrepreneurs and policymakers who work in SMEs in developing countries. The effect will be reflected in the development of their firms and the national economy in general. Future Research: Future research should investigate the conceptual research framework against the backdrop of other developing economies and in other business settings to generalise the results. Future investigation should seek to establish the effect of entrepreneurial leadership style on other mechanisms, such as knowledge management processes, which could function with entrepreneurial leadership to improve SMEs’ performance efficiently. In addition, future studies may include middle and lower-level managers and employees, leading to more positive outcomes.

Entrepreneuriese skoolhoofleierskapstyl in skole: Goeie versus swak maatskaplik-ekonomiese omstandighede

Die doel van hierdie navorsing was om ondersoek in te stel na die entrepreneuriese leierskapstyl van skoolhoofde in skole wat blootgestel is aan sowel goeie as swak maatskaplik-ekonomiese omstandighede. Verskeie organisasies is gestig om te voorsien in die behoefte van onderwys aan almal. Tog sukkel skole in swakker maatskaplik-ekonomiese omgewings dikwels om te funksioneer weens 'n gebrek aan infrastruktuur en hulpmiddels. Voorts speel die kwintielin-deling van skole 'n rol wanneer finansies ter sprake kom. Skoolhoofde van skole wat blootgestel is aan swak maatskaplik-ekonomiese omstandighede moet dikwels kreatief en innoverend dink om voldoende fondse in te samel om te kan oorleef. Om die navorsingsvraag "Watter rol speel die skoolhoof se entrepreneuriese leierskapstyl in goeie en swak maatskaplik-ekonomiese omstandighede?" te beantwoord, is vier skole in gunstige omgewings in die Wes-Kaap en vier skole onderhewig aan swak maatskaplik-ekonomiese omstandighede in die Noord-Kaap in hierdie kwalitatiewe, fenomenologiese studie gekies. Onderhoude is met agt skoolhoofde gevoer om die rol van die entrepreneuriese leierskapstyl in verskillende maatskaplik-ekonomiese omgewings vas te stel. In die studie is bevind dat die skoolhoofde oor sterk leierseienskappe beskik het en dat hulle die entrepreneuriese leierskapstyl suksesvol gebruik het om hul skole effektief te bestuur. Die outonomie van die skoolhoofde het resultate opgelewer. Voorts het hul motivering daartoe gelei dat hulle die skole effektief bestuur het, ongeag die omstandighede waaronder die skole moet funksioneer.