Project success through entrepreneurial leadership: mediation of intellectual capital, knowledge sharing, big data, and innovation performance

IntroductionNursing leadership is pivotal for sustainable healthcare, yet the interplay of entrepreneurial leadership (EL), sustainable leadership (SL), team psychological safety (TPS), and sustainable development behavior (SDB) remained underexplored, particularly in resource-constrained hierarchical contexts such as Egyptian nursing.ObjectivesThis study investigated how EL promoted SDB by examining the mediating role of TPS and the moderating effect of SL based on job demands-resources and social cognitive theories, in alignment with the United Nations Sustainable Development Goals (SDGs).MethodsA quantitative cross-sectional design was employed, utilizing data collected from an administered survey. A convenience sample of 318 nurses from different university hospitals participated in the study. Descriptive statistics and inferential techniques, such as Pearson’s correlation, multiple regression, and moderation-mediation analyses, were used to analyze the data.ResultsNurses exhibited strong positive associations among EL, SL, TPS, and SDB, collectively accounting for substantial variance in sustainable behaviors. TPS partially mediated the EL-SDB pathway, explaining a meaningful portion of the effect, while SL significantly moderated this relationship, amplifying EL’s influence under high sustainable leadership conditions.ConclusionsBy integrating entrepreneurial innovation with ethical sustainability and psychological safety, this model addresses critical gaps in the impact of relational leadership on workforce behavior, team resilience, and patient-centered outcomes in global health systems. Practically, nurse training programs should emphasize EL-SL synergies and TPS cultivation to embed SDG-aligned practices, such as eco-friendly care protocols and interdisciplinary collaboration.

ABSTRACT In the dynamic and uncertain entrepreneurial environment, effective leadership and team dynamics are crucial for new venture success. This study investigates how and when a lead founder’s paradoxical leadership helps the new venture navigate the tensions in entrepreneurial processes by shaping key mechanisms within new venture teams (NVTs). By integrating social information processing theory with emotion-as-social-information theory, we argue that paradoxical leadership enhances NVT psychological safety, which in turn facilitates debate in strategic decision-making and improves long-term venture survival. These positive effects are more pronounced when the lead founder displays high levels of entrepreneurial passion. We test our model using multi-source, multi-wave survey data from 238 entrepreneurs nested within 85 NVTs. Our findings advance the scholarly understanding of paradoxical leadership in entrepreneurship, highlighting the joint impact of leadership behavior and affect in shaping entrepreneurial outcomes.

This study aims to investigate the entrepreneurial leadership of CEOs in large companies by comparing it with that of founders of high-growth startups. Specifically, this study examines how leaders align their personal and social identities to drive innovation in response to business dynamics. To address this objective, a qualitative case study through in-depth interviews between seven CEOs and seven startup founders in Indonesia was adopted. The research findings suggest that, in the execution of entrepreneurial-doer and entrepreneurial-accelerator roles, distinct mechanisms of dual-identity alignment emerge for each type of leader. Some elements are identified that illustrate the uniqueness between CEOs and startup founders in how they view their identities as entrepreneurial leaders. This study uncovers the complexities of aligning dual identities within entrepreneurial leadership in both startups and established firms.

Purpose: This empirical study examines the relationship between strategic entrepreneurship and institutional performance within the Saudi Public Investment Fund (PIF), with a particular focus on the mediating role of strategic leadership. The study addresses a gap in the literature by explaining how entrepreneurial orientations are translated into measurable performance outcomes in sovereign wealth funds. Design/methodology/approach: A quantitative cross-sectional research design was employed. Data were collected from a stratified random sample of 337 professional employees at different organizational levels within PIF. Strategic entrepreneurship was modeled as a second-order construct comprising entrepreneurial mindset, entrepreneurial leadership, entrepreneurial culture, strategic resource management, and creativity and innovation application. Institutional performance was measured using the Balanced Scorecard dimensions, while strategic leadership was conceptualized as a reflective construct. Data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS 4, supported by bootstrapping procedures. Findings: The results indicate a significant positive effect of strategic entrepreneurship on institutional performance. Strategic leadership was found to partially mediate this relationship, confirming its role as a key mechanism through which entrepreneurial capabilities enhance performance. The measurement and structural models demonstrated strong reliability, validity, and explanatory power. Originality/value: This study extends strategic entrepreneurship and leadership theories to the context of sovereign wealth funds and provides empirical evidence on the mediating role of strategic leadership in enhancing institutional performance. Practical implications: The findings offer actionable insights for policymakers and executives in sovereign investment institutions, emphasizing the importance of developing strategic leadership capabilities and fostering entrepreneurial practices to improve institutional performance.

This study sought to establish the influence of entrepreneurial management practices on growth of smallholder dairy enterprises in Kenya. It explored the extent of adoption of entrepreneurial management practices of planning, control and leadership and investigated their influence on enterprise growth. Grounded on the goal getting theory the study-adopted use of descriptive and causal research designs. The target population comprised members of Githunguri, Nyala and Wakulima Dairy Cooperative Societies, numbering 29,300, and from whom a sample of 395 respondents was determined, using the Yamane (1967) formula, and drawn using simple random sampling, from active smallholder members of the cooperative societies. Data was collected using questionnaires and analyzed using IBM Statistical Package for Social Sciences (SPSS). The study results show that nearly seven in ten of smallholder dairy enterprises did not have formal plans. On the contrary, seven in ten of the smallholder dairy enterprises practiced entrepreneurial control and entrepreneurial leadership. The study established significant linear relationship between entrepreneurial management practices and growth of smallholder dairy enterprises in Kenya, and concludes that there is limited adoption of entrepreneurial planning among smallholder dairy enterprises in Kenya, but high adoption of entrepreneurial control and entrepreneurial leadership management practices among smallholder dairy enterprises in Kenya. The smallholder enterprises with high level of adoption of entrepreneurial management practices tend to register higher enterprise growth compared with enterprises with low adoption of entrepreneurial management practices.

The high-speed development of the global startup environment has put more emphasis on venture capital and angel investment in fostering entrepreneurial projects. Although the external funding is necessary to support the growth and scaling of a startup, it has also resulted in governance structures that are more inclined towards the interests of the investors. Decision making power is often transferred to investors in investment agreements, representation in the board, protective measures and dilution of the equity. This change provokes the issue of the loss of the autonomy of the founders and the general impact of this on the process of innovation and entrepreneurial leadership. In this paper, the idea of startup sovereignty will be discussed through the lens of reevaluating founder autonomy through a pro-investor regulatory and investment system. The research applies a doctrinal approach to legal research to examine the norms of corporate governance, venture capital agreements, and regulation policies that affect the governance of startups. The results indicate that despite the need to have investor protection to ensure financial stability, too many control processes can deter the strategic autonomy of founders. This paper identifies that there is a necessity of a balanced system of governance that works towards safeguarding the investors without compromising the innovativeness driven by the founders.

ABSTRACT Green product development provides firms with a pathway to address grand challenges, including climate change, which threaten ecological balance, economic stability, and social well-being. Drawing on the dynamic capability view, this study examines how entrepreneurial leadership enables green product development in resource-constrained economies. We propose that strategic sensitivity and collaborative innovation capability mediate this relationship, while leaders’ political skill moderates the effect of entrepreneurial leadership on strategic sensitivity. Using survey data from 252 SME leaders in Pakistan and analysing the model using structural equation modelling, the findings support the proposed hypotheses. Specifically, entrepreneurial leadership positively contributes to green product development. Also, strategic sensitivity and collaborative innovation capability significantly mediate the relationship between entrepreneurial leadership and green product development, while political skill strengthens the positive effect of entrepreneurial leadership on strategic sensitivity. This study contributes to the literature on entrepreneurial leadership, dynamic capabilities, and green product development, offering insights into how firms in resource-constrained settings can leverage leadership capabilities to create sustainable solutions and address grand societal challenges.

This study analyses the interrelationship between entrepreneurial leadership, ethical climate, and sustainable university identity, and their effects on entrepreneurial practice within higher education institutions. Grounded in institutional theory and the entrepreneurial university framework (Audretsch, 2014; Etzkowitz & Klofsten, 2005), the study aims to clarify the role of internal governance mechanisms in shaping sustainability-oriented entrepreneurial outcomes. Data were collected through a structured survey of 391 lecturers and administrative staff at Universitas Negeri Semarang, Indonesia, and the proposed relationships were assessed using confirmatory factor and structural equation modelling (SEM) techniques. The findings indicate that entrepreneurial leadership does not have a direct effect on entrepreneurial practice; however, its influence becomes significant when mediated by sustainable university identity. Ethical climate shows a direct positive effect on entrepreneurial practice, but does not exert an indirect effect through sustainable university identity. These results highlight the central role of institutional identity in translating leadership value into sustainability-oriented entrepreneurial actions. The study contributes to the literature on sustainable university governance by demonstrating that the integration of entrepreneurial leadership and ethical climate strengthens a higher education institution’s commitment to sustainability and reinforces its identity as an agent of sustainable development within the higher education sector.

This conceptual paper explores the critical relationship between organizational culture and entrepreneurial leadership, focusing on how fostering a culture of high achievement and innovation excellence empowers entrepreneurs to drive sustainable growth and competitive advantage. This research examines the most effective methods used by high-performing companies that foster an entrepreneurial culture by utilizing a conceptual framework grounded in qualitative research and backed by statistics from around the world, secondary sources and an extensive literature analysis. The findings highlight culture's pivotal role as a competitive advantage in entrepreneurial settings. Organizations that nurture high-performing and innovative cultures experience greater resilience, agility and financial success. Leadership with vision, psychological safety, purpose alignment, learning continuously and employee empowerment are essential components. Techniques like design thinking, agile structures and innovation labs accelerate organizational innovation. This study provides practical insights and frameworks for entrepreneurs and business leaders to build scalable, values-driven, innovation-oriented environments. The implications extend to HR practitioners, startup incubators and policymakers fostering entrepreneurial ecosystems. Through the strategic prioritization of culture, entrepreneurs may propel expansion and prosperity. Future study avenues are suggested in the paper's conclusion, including mixed-method techniques or longitudinal case studies for empirical validation. This study contributes to the understanding of organizational culture's impact on entrepreneurial leadership, offering actionable recommendations for building high-achieving and innovative cultures.

The growing unpredictability and competitive volatility of the global economy require business enterprises to adopt entrepreneurial leadership which is a more effective form of leadership that differs fundamentally from traditional leadership concepts. It also necessitates them to develop innovative initiatives, explore new opportunities, and embrace creative approaches. This study examined entrepreneurial leadership and entrepreneurial innovation as drivers of business performance of Small and Medium Enterprises in Nigeria. The study employed survey research design which involves the use of structured questionnaire to collect data from owners and managers of SMEs. The selection of the participants was based on purposive sampling technique. 55 copies of questionnaire were administered to Nigerian SMEs owners and managers, 47 copies were dully filled and considered valid for the purpose of this research. The data collected were analysed using descriptive statistics and Pearson Product Moment Correlation on Statistical Package for Social Sciences (SPSS) software Version 25. Findings revealed that entrepreneurial leadership has a significant moderate positive correlation (r = 0.638**, p = 0.000) with business performance of SMEs, while entrepreneurial innovation has a significant strong positive correlation (r = 0.710**, p = 0.000) with business performance of SMEs. The study concludes that both entrepreneurial leadership and entrepreneurial innovation drive the organisational growth and success of SMEs in the study area. Thus, the study recommends that SMEs should continuously develop competencies such as strategic thinking, opportunity recognition, risk management, and creativity. Also, SMEs should foster an innovation-oriented organisational culture by encouraging employees to generate new ideas, experiment with new approaches, and participate in problem-solving.

This study investigates how CEO entrepreneurial orientation drives technology-based corporate sustainable development in small and medium-sized mining enterprises (SMEs). Drawing on innovation and technology management perspectives, green product innovation is conceptualized as a strategic technological capability that enables sustainability in environmentally intensive industries. Survey data were collected from 301 executives and senior managers of Pakistani mining SMEs and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results indicate that CEO entrepreneurial orientation has a significant direct effect on corporate sustainable development and indirect effects through green product innovation and employees’ green commitment. Green product innovation plays a dominant mediating role, highlighting the importance of technology-oriented innovation decisions in translating entrepreneurial leadership into sustainable outcomes. The study contributes to the innovation and technology management literature by explaining how leadership-driven green innovation capabilities support sustainability in resource-intensive SMEs.

The space sector has undergone a significant transformation over the past decade, driven by disruptors from other industries and supported by visionary goals with immense transformative potential. This metamorphosis is the result of a convergence of defining factors that have created synergy between technology, ecosystem entities, and talent, leading to a superior rate of innovation and entrepreneurship. These elements have collectively disrupted an industry that was once considered impervious due to its high barriers to entry. This paper examines the convergence of factors that led to the surprising and dramatic evolution in space accessibility and affordability, primarily driven by the visionary efforts of Silicon Valley entrepreneur Elon Musk. Using the novel Aerospace Sector Innovation and Entrepreneurship Framework (ASIEF) for assessment and evaluation, this study analyzes how economic, societal, and technological factors have coalesced into an innovation ecosystem that enabled entrepreneurial disruption. By focusing on the case study of SpaceX, the authors evaluate the effectiveness of this new framework for modeling the conditions under which disruptive innovation can occur in the aerospace industry.

ABSTRACT This study explores the mechanism through which CEO entrepreneurial leadership promotes new venture growth. By analysing data from 216 core leaders in Chinese new ventures, this study finds that employees’ followership and meaning in life mediate the relationship between CEO entrepreneurial leadership and new venture growth. Additionally, organizational slack moderates the relationship between employees’ followership and new venture growth. Drawing on Self-Determination Theory (SDT), this study offers the first empirical evidence for the dual-path (behavioural and cognitive) internalization mechanisms of CEO entrepreneurial leadership and illuminates the boundary condition of organizational slack. Finally, limitations and implications for future research are discussed.

ABSTRACT Whether, how, and when entrepreneurial leadership is related to entrepreneurial behavior among subordinates remain underspecified. Building on theories of public sector entrepreneurship, entrepreneurial leadership, and motivation crowding, this study examines whether entrepreneurial leadership is related to entrepreneurial behavior through the mediating role of an innovative climate. Furthermore, the potential accentuating role of extrinsic motivation satisfaction in this process is also examined. Analyses of data from the Australian Public Service Commission (2019 survey, n = 87,510) provide support for the proposed moderated mediation model, in which the innovative climate induced by entrepreneurial leadership works together with extrinsic motivation satisfaction to boost entrepreneurial behavior. This study integrates romantic and utilitarian perspectives on enhancing entrepreneurial behavior among public employees by highlighting how entrepreneurial leadership, innovative climate, and motivational conditions jointly induce public sector entrepreneurship—an outcome that is in great demand yet difficult to achieve for public managers.

Purpose This article examines the contexts, challenges, and notion of women's entrepreneurship through an indigenous cultural and gender framework. The aim is to provide indigenous voices to the diversity of entrepreneurship research from non-Western perspectives. This approach enables us to highlight the experiences of indigenous women entrepreneurs in Nigeria. Design/methodology/approach This article uses a qualitative research approach to examine indigenous entrepreneurial practices. Data were collected through interviews with 15 Nigerian indigenous women entrepreneurs, who were purposively selected. In addition, focus groups were conducted to generate further data and validate participants' responses. Through thematic analysis, we developed an empirically derived framework for gender and indigenous entrepreneurship culture. Findings Inductive themes emerged from thematic analysis, revealing 7 Ms gender framework of indigenous women's entrepreneurship related to money, management, market, motherhood, meso-environment, macro-environment, and mobilisation of resources. Moreover, the findings reveal enabling elements of indigenous cultural entrepreneurship frameworks, such as the Ajo or Adeshe/Esusu traditional savings schemes, which promote “indigenous sources of capital,” and informal entrepreneurial learning that nurtures future entrepreneurial leaders. Research limitations/implications This study uses data from a single country, geographical area, and specific populations, which may limit the scope of the empirical findings. Future research could expand the parameters or combine qualitative and quantitative methods to provide a more in-depth analysis of different contexts and relationships. Originality/value Entrepreneurship research has been criticized for its non-inclusive theories, overreliance on Western philosophies, and failure to integrate indigenous knowledge from the Global South. This article makes an original contribution to knowledge by exploring the relationship among indigenous culture, gender, and entrepreneurship in a non-Western context.

The rapid growth of the Information and Communication Technologies (ICT) sector in Chile has highlighted the need for workers to develop “soft skills” beyond their technical knowledge. These soft skills, including teamwork, empathy, adaptability, and leadership, are essential for professional success and societal well-being. However, the Chilean education system has been identified as insufficient in incorporating soft skills into formal education, leaving many ICT sector applicants lacking these crucial abilities. BS&G Taller de Innovación has implemented role-playing game workshops to address this issue and enhance the soft skills of participants. This exploratory study involved 80 hours of role-playing games with 10 teams, primarily from the Information and Communication Technologies sector. The results indicate statistically significant changes in task, production, and adaptability, as well as in two items related to entrepreneurial leadership self-efficacy. Empathy did not show significant changes, but some trends were observed. The role-playing game workshops provided participants with a unique opportunity to develop social and emotional skills in a cooperative and engaging environment, strengthening interpersonal relationships and communication within teams. While the logistics and execution of the workshops were successful, there were several considerations for improving the methodology in the future, such as adjusting the time commitment, providing clearer instructions for newcomers, incorporating audiovisual material, and enhancing interactivity. Overall, the study demonstrates the potential of role-playing games as a viable, attractive, and unconventional method for developing soft skills in the ICT sector and beyond. Editorial note: This article is a translation of a peer-reviewed version originally published in 2023 in La Revista de Estudios sobre Juegos de Rol y STEAM (English: Journal of Roleplaying Studies and STEAM). Special thanks to the journal’s Editor-in-Chief, Cristo León, for doublechecking the translation.

Purpose This study aims to examine the entrepreneurial leadership role on process innovation in the manufacturing industry and investigates the mediating effects of intention to adopt artificial intelligence (AI) and market-sensing capability. In addition, drawing on the dynamic capability theory and self-efficacy theory, this research examines the moderating role of creative self-efficacy in the relationships between intention to adopt AI, market-sensing capability and process innovation. Design/methodology/approach The data for this study were obtained from 383 employees and 175 managers from 169 manufacturing firms in Pakistan. The data collected was analyzed using SEM in SPSS Amos 26. Findings The study results demonstrate a significant positive relationship between entrepreneurial leadership and process innovation, with mediating effects via both market-sensing capability and intention to adopt AI. Moreover, results also show that creative self-efficacy moderates the relationship between market-sensing capability, intention to adopt AI and process innovation. Research limitations/implications In addition, the research is confined to the Pakistani small and medium-sized enterprises (SMEs); the findings provide valuable implications to develop the innovation-based leadership culture and also add value to the literature of entrepreneurial leadership. Practical implications The results of this research provide practical implications for manufacturing firms to nurture entrepreneurial leadership that facilitates knowledge acquisition by offering training and development sessions on new process innovations (i.e. intention to adopt AI and market-sensing capability) to ensure the successful implementation of new processes. Social implications It contributes to Sustainable Development Goal 9 to build resilient infrastructure, promote sustainable industry and enhance innovation. Originality/value This research adds value to entrepreneurial leadership research in the SME context by identifying mediated and moderated mechanisms that nurture entrepreneurial leadership in the process of innovation in manufacturing firms.

In the published publication (Indira et al [...]

Abstract This study analyzes how organizational emotional climates and human rights policies support social and environmental innovation in U.S. companies. We show that emotions are strategic assets with quantitative innovation returns using 2,657 firm-year observations (2016–2023). Positive emotional surroundings foster intrinsic drive and psychological safety, promoting innovation, according to our findings. More clearly, emotional tensions paradoxically boost innovation performance by compensatory mechanisms: organizations with scandals address legitimacy issues and strategically invest in innovation to regain credibility. This shows that tensions can be adaptive resources when controlled, expanding resource-based perspective frameworks. Human rights policies are meta-resources that conditionally change the emotional environment, increasing tension-driven creativity and decreasing rewards in supportive contexts. These results help entrepreneurial leaders use emotional dynamics to achieve sustained innovation in high-uncertainty situations by fusing firm-level resource perspectives with micro-level affective event theory.