An investigation into the role of emotion in leadership development for entrepreneurs: A four interface model
International Journal of Entrepreneurial Behavior & Research
ISSN: 1355-2554
Article publication date: 6 June 2016
Abstract
Purpose
The Holy Grail of leadership learning is to stimulate behavioural changes that continue beyond the learning environment into the workplace, ultimately leading to improved productivity and value. The purpose of this paper is to explore the interface between emotion and leadership learning and provides evidence from research undertaken in Wales (UK) to support further research on the use of emotion in this endeavour.
Design/methodology/approach
Unique access to a successful programme of guided leadership development for owner-managers of small and medium sized enterprises (SMEs) in Wales, UK, provided an opportunity to observe emotion being used and experienced by both learners and trainers. Literature reviews were used to inform initial inferences made during participant observations of a sample of the learners (n=91). Focus groups were undertaken with a sample (n=27) of participants in order to determine the emotional impact and perceived effectiveness of the method by the learners.
Findings
The data corroborated the authors’ observations that emotion plays a role in the leadership practice of the learners and in the learning process. No appropriate conceptual model exists that describes this learning method or its mode of impact upon learning. A gap exists in the academic understanding of this observed social reality and multi-disciplinary research is required in order to further characterise and understand it.
Practical implications
Improvements in leadership have been consistently linked to improvements in firm performance. Bringing new insights that lead to effective learning and constructive behaviour changes in the leaders of SMEs and their employees could have profound positive impacts on entrepreneurial economies.
Originality/value
This novel perspective on leadership development within the life world of the entrepreneur moves away from the established literature which has traditionally focused on cognitive or conative constructs, often focused on the corporate or large organisation leader, and calls for further research into the synthesis of leadership, entrepreneurship and emotion.
Keywords
Acknowledgements
The authors would like to thank the delegates on the LEAD Wales programme as well as the staff who deliver the scheme for their participation in the research. The LEAD Wales programme is part funded by the European Union with money from the European Social Fund, provided through the Welsh European Funding Office. Swansea and Bangor Universities provide the remainder of the funding. The authors are particularly grateful to Cindy Hayward for her dedication and attention to detail during the transcription and coding of the Focus Group data.
Citation
Huxtable-Thomas, L.A., Hannon, P.D. and Thomas, S.W. (2016), "An investigation into the role of emotion in leadership development for entrepreneurs: A four interface model", International Journal of Entrepreneurial Behavior & Research, Vol. 22 No. 4, pp. 510-530. https://doi.org/10.1108/IJEBR-12-2014-0227
Publisher
:Emerald Group Publishing Limited
Copyright © 2016, Emerald Group Publishing Limited