Investigating the Existence of the Lead Entrepreneur

By Michael D. Ensley, J. Garland, Joann C. Carland. 2000

183 citations recorded by the source corpus.

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Citations in the corpus

Corporate entrepreneurship and innovation part 1: the missing link (2005, background): “Other entrepreneurial attitudes include propensity for risk taking, confidence, willingness to fail, perceived difficulty of the new venture, persistence, drive and so on (Ensley et al., 2000; Jackson and Rodkey, 1994; Lee-Gosselin and Grise, 1990; Pellissier and Van Buer, 1996; Shaver and Scott, 19”
The contrasting interaction effects of improvisational behavior with entrepreneurial self-efficacy on new venture performance and entrepreneur work satisfaction (2008, background): “Thirdly, we chose to study the lead founder based on research suggesting that an individual usually emerges as the leader within new venture top management teams — and that this person tends to have an inordinate impact on the decision making of the firm (Ensley et al., 2000).”
Founders’ human capital and the performance of UK new technology based firms (2012, background): “…to the successful completion of complex projects as alternative interpretations and perspectives of a situation can be offered (Reynolds 1993; Almus and Nerlinger 1999; Ensley et al. 2000; Ucbasaran et al. 2003), which can reduce the risk of wrong commercial decisions (Roure and Keeley 1990).”
Leadership’s Impact on Employee Engagement: Differences Among Entrepreneurs and Professional CEOs (2009, background): “Interest on shared leadership comes from the admission of the role of teams and especially top management teams in entrepreneurial success (Ensley et al., 2000).”
When does entrepreneurial self-efficacy enhance versus reduce firm performance? (2008, background): “…entrepreneur due to evidence suggesting that, although fi rms are often formed by founding teams, one individual typically emerges as the leader (Ensley, Carland, and Carland, 2000) and has an inordinate impact on the vision and strategic direction of the fi rm (Baum, Locke, and Kirkpatrick,…”
Top management team process, shared leadership, and new venture performance: A theoretical model and research agenda. (2003, background): “Ensley et al. / Human Resource Management Review 13 (2003) 329–346 330”
Fostering Entrepreneurial Drive in Business Education: An Attitudinal Approach (2007, background): “Ensley, Carland, and Carland (2000) discussed various streams of personality and cognitive research devoted to understanding the entrepreneurial psyche.”
Entrepreneurs’ attitudes towards failure – an experiential learning approach (2007, result): “Our operative definition of entrepreneur in this study is an individual who establishes and manages a business, which is consistent with past entrepreneurship research (e.g. Begley and Boyd, 1987b; Birley and Norburn, 1987; Carland et al., 1984; Ensley et al., 2000).”
Governance and Strategic Leadership in Entrepreneurial Firms (2002, background): “…Kotey & Meredith, 1997; Walsh & Anderson, 1995), the new venture CEO (e.g.,Bruton et al., 1997; West & Meyer, 1998), and the “lead” entrepreneur, one of a team of founding entrepreneurs, who clarifies the firm’s vision and crafts the strategy for the team to execute (e.g.,Ensley et al., 2000).”
A conceptual framework for entrepreneurship education policy: Meeting government and economic purposes (2013, background): “Extending this thinking further, entrepreneurship as a team activity (Ensley et al., 2000), rather than the sole responsibility of an individual entrepreneur, becomes much more into focus.”