Entrepreneurship and leadership: common trends and common threads

By Robert P. Vecchio. 2003

542 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/796053b8dce59322d622442b22864f01d5551e18

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Citations in the corpus

Self‐regulation and decision heuristics in entrepreneurial opportunity evaluation and exploitation (2007, background): “For example, a number of studies suggest that people who do not have a history of prior success or demonstrated expertise will exhibit lower self-efficacy about new domain tasks (Stone, 1994; Vecchio, 2003).”
The moderating effect of environmental dynamism on the relationship between entrepreneur leadership behavior and new venture performance (2006, background): “Thus, the purpose of this research is to bridge these gaps, as recommended by Vecchio (2003) .”
Entrepreneurship, professionalism, leadership : a framework and measure for understanding boundaryless careers (2012, background): “For example, is entrepreneurship really just a subset of the study of leadership as suggested by Vecchio (2003)? Or, are there fundamental differences in the motivations, efficacies, objective behavioral competencies, and ethics of entrepreneurship and leadership? How do these manifest for professio”
Integrating Discovery and Creation Perspectives of Entrepreneurial Action: The Relative Roles of Founding CEO Human Capital, Social Capital, and Psychological Capital in Contexts of Risk Versus Uncertainty (2015, background): “Even though entrepreneurship research may, in turn, contribute to these other branches of management and/or primary disciplines by testing the theories it imports or adapts in arguably new contexts, such contributions do not distinguish entrepreneurship as a unique domain (Vecchio, 2003).”
CEOs' Leadership Styles and Managers' Innovative Behaviour: Investigation of Intervening Effects in an Entrepreneurial Context (2015, background): “Several researchers (Antonakis and Autio, 2007; Cogliser and Brigham, 2004; Vecchio, 2003) have also observed and remarked on the dearth of research examining leadership in entrepreneurial organizations.”
Entrepreneurship and ‘the social’: Towards a deference-emotion theory (2005, background): “Part of an answer may lie in the relational dynamics that can develop between an entrepreneur and key followers (Vecchio, 2003).”
Does Entrepreneurial Leadership Foster Creativity Among Employees and Teams? The Mediating Role of Creative Efficacy Beliefs (2019, background): “Specifically, we empirically measure a relative and specific contribution of entrepreneurial leadership to the creativity of employees as well as teams (McGrath and MacMillan 2000; Shin 2015; Vecchio 2003).”
Leadership’s Impact on Employee Engagement: Differences Among Entrepreneurs and Professional CEOs (2009, background): “Some attribute the emergence of entrepreneurship as a distinct field of study to its dual footings on psychology and economics, which have contributed to the creation of a separate identity (Vecchio, 2003).”
Entrepreneurial Orientation, Firm Performance, and the Moderating Role of Transformational Leadership Behaviors (2015, background): “Therefore, the present study is located at the intersection of entrepreneurship and leadership (Cogliser & Brigham, 2004; Vecchio, 2003), a fertile area of inquiry that has begun to attract the attention of researchers and scholars (e.g., Ensley, Pearce, & Hmieleski, 2006; Ling, Simsek, Lubatkin, &…”
Narcissism: An Integrative Synthesis and Dominance Complementarity Model (2014, background): “Other core narcissistic traits, such as risk-taking and self-efficacy, are also believed to drive increased entrepreneurial intentions and activities (Vecchio, 2003).”
The Relationship of Personality to Entrepreneurial Intentions and Performance: A Meta-Analytic Review (2010, background): “In addition, entrepreneurs can be viewed as the leaders of their new venture teams (Vecchio, 2003), and extraversion and its associated components, such as energy, assertiveness, and sociability, are associated with people’s implicit perceptions of the leadership role (Lord, DeVader, & Alliger, 1986”