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Aligning Dual Identities When Playing Entrepreneurial Leadership Roles

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  • Indria Handoko

Abstract

This study aims to investigate the entrepreneurial leadership of CEOs in large companies by comparing it with that of founders of high-growth startups. Specifically, this study examines how leaders align their personal and social identities to drive innovation in response to business dynamics. To address this objective, a qualitative case study through in-depth interviews between seven CEOs and seven startup founders in Indonesia was adopted. The research findings suggest that, in the execution of entrepreneurial-doer and entrepreneurial-accelerator roles, distinct mechanisms of dual-identity alignment emerge for each type of leader. Some elements are identified that illustrate the uniqueness between CEOs and startup founders in how they view their identities as entrepreneurial leaders. This study uncovers the complexities of aligning dual identities within entrepreneurial leadership in both startups and established firms.

Suggested Citation

  • Indria Handoko, 2026. "Aligning Dual Identities When Playing Entrepreneurial Leadership Roles," Journal of Entrepreneurship and Innovation in Emerging Economies, Entrepreneurship Development Institute of India, vol. 35(2), pages 360-390, May.
    • Handle: RePEc:sae:jouent:v:35:y:2026:i:2:p:360-390
    DOI: 10.1177/09713557261443744
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