The moderating effect of environmental dynamism on the relationship between entrepreneur leadership behavior and new venture performance

By Michael D. Ensley, C. Pearce, Keith M. Hmieleski. 2006

414 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/da29203041d60b81bf459633a9c47e813e266a7c

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In Accounting

In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

Citations in the corpus

Visionary leadership and its relationship to organizational effectiveness (2014, background): “On the other hand, researchers have also failed to relate transformational leadership behavior with organization-level effectiveness (Agle et al., 2006; Ensley et al., 2006; Waldman et al., 2001).”
Entrepreneurial leadership: Insights and directions (2017, background): “Similarly, Ensley et al. (2006) remark that ‘leadership appears to be a core component of the entrepreneurial process, considering that opportunities cannot be exploited without the facilitation of individual and collective efforts’ (p. 247).”
Entrepreneurial leadership, capabilities and firm growth (2015, background): “Leaders of entrepreneurial ventures can have a strong imprinting effect on the venture (Eisenhardt and Schoonhoven, 1990), which is particularly pronounced because there are commonly fewer structures and norms surrounding appropriate behaviour than in established organizations (Ensley et al., 2006).”
Leadership’s Impact on Employee Engagement: Differences Among Entrepreneurs and Professional CEOs (2009, background): “Indicatively, we mention studies and theoretical frameworks on the effect of transformational leadership on new venture, individual, and organization- level performance (Ensley et al., 2006; Waldman and Yammarino, 1999; Ardichvili, 2001).”
CEOs' Leadership Styles and Managers' Innovative Behaviour: Investigation of Intervening Effects in an Entrepreneurial Context (2015, background): “Employees in start-ups not only seek to understand the nature of the outcomes proposed by transactional leaders, but they also seek to understand if those outcomes will be positive or negative, and, if positive, what the significance of the outcomes are in terms of their personal rewards and benefit”
Entrepreneurship and poverty reduction: A case study of Yiwu, China (2014, background): “Ensley, Pearce, and Hmieleski (2006) indicated that environmental dynamism has a significant positive moderating effect on the performance of a new venture.”