Citation
(2012), "2011 Awards for Excellence", International Journal of Entrepreneurial Behavior & Research, Vol. 18 No. 1. https://doi.org/10.1108/ijebr.2012.16018aaa.002
Publisher
:Emerald Group Publishing Limited
Copyright © 2012, Emerald Group Publishing Limited
2011 Awards for Excellence
Article Type: 2011 Awards for Excellence From: International Journal of Entrepreneurial Behaviour & Research, Volume 18, Issue 1
The following article was selected for this year's Outstanding Paper Award for International Journal of Entrepreneurial Behaviour & Research
"Learning to lead in the entrepreneurial context''
Stephen KempsterSchool of Business and Enterprise, University of Cumbria, Carlisle, UKJason CopeHunter Centre for Entrepreneurship, University of Strathclyde, Glasgow, UK
Purpose - The purpose of this paper is to explore the nature of leadership learning in the entrepreneurial context, by building a dynamic learning perspective of entrepreneurship. It draws on contemporary leadership literature to appreciate entrepreneurial leadership as a social process of becoming located in particular contexts and communities.Design/methodology/approach - Through qualitative phenomenological interviews with nine entrepreneurs the lived experience of learning to lead is explored. The principles of interpretative phenomenological analysis (IPA) are utilised to analyse the data and enable inductive theory-building.Findings - The findings illustrate situated leadership patterns and relationships unique to the entrepreneurial context. A number of significant structural and experiential factors are identified that both shape and restrict the development of leadership practice in small ventures. Specifically, the limited opportunities for leadership enactment and observation, the dominance of the business as the crucible for leadership learning, the influence of the family and the low salience of leadership are highlighted.Research limitations/implications - In appreciating the leadership learning task that nascent entrepreneurs are faced with it is vital that further research delves deeper into the varying levels of ``leadership preparedness'' brought to new venture creation. From a policy perspective, there is significant value in enabling entrepreneurs to engage in meaningful dialogue, critical reflection and purposive action with their peers through the creation of leadership ``learning networks''.Originality/value - The research demonstrates leadership learning processes and pathways that are significantly different to those experienced by managers in the employed context. In so doing, this article represents the first systematic attempt to apply a learning perspective to the subject of entrepreneurial leadership.Keywords: Entrepreneurialism, Leadership, Small to medium-sized enterprises, Learningwww.emeraldinsight.com/10.1108/13552551011020054
This article originally appeared in Volume 16 Number 1, 2010, pp. 5-34, International Journal of Entrepreneurial Behaviour & Research
The following articles were selected for this year's Highly Commended Award
"Funding gap, what funding gap? Financial bootstrapping: supply, demand and creation of entrepreneurial finance''
Wing Lam
This article originally appeared in Volume 16 Number 4, 2010, International Journal of Entrepreneurial Behaviour & Research
"`Entrepreneurial intent: a twelve-country evaluation of Ajzen's model of planned behavior''
Robert L. EngleNikolay DimitriadiJose V. GavidiaChristopher SchlaegelServane DelanoeIrene AlvaradoXiaohong HeSamuel Buame andBirgitta Wolff
This article originally appeared in Volume 16 Number 1, 2010, International Journal of Entrepreneurial Behaviour & Research
"A critical examination of the EO-performance relationship''
Jim Andersen
This article originally appeared in Volume 16 Number 4, 2010, International Journal of Entrepreneurial Behaviour & Research
Outstanding Reviewer
Dr Teemu KautonenTurku School of Economics, Finland