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A conceptual model of entrepreneurial leadership: how entrepreneurial leaders enable entrepreneurial opportunity

Author

Listed:
  • Scott N. Taylor

    (Babson College)

  • Andrew Corbett

    (Babson College)

  • Danna Greenberg

    (Babson College)

  • Wendy Murphy

    (Babson College)

  • Keith Rollag

    (Babson College)

  • Jeffrey Shay

    (Babson College)

Abstract

Entrepreneurial leadership (EL) to date has not been differentiated from other contingency theories of leadership. We offer a conceptual model of EL to explain the motivational dynamics that enable collaborative action between leader and follower to recognize and pursue entrepreneurial opportunity. Drawing on self-determination theory (Deci & Ryan, 2002a; Ryan & Deci, 2017), we propose EL is demonstrated when the leader, enabled by emotional and social competence and an entrepreneurial mindset, develops a relationship with followers that satisfies three inherent human needs in followers (i.e., autonomy, relatedness, and competence), thereby intrinsically motivating followers to act entrepreneurially. With our conceptual model of EL, we seek to establish new frontiers for scholars to advance research on EL. Further, we believe our model can serve as a guide to support the development of EL in oneself and others.

Suggested Citation

  • Scott N. Taylor & Andrew Corbett & Danna Greenberg & Wendy Murphy & Keith Rollag & Jeffrey Shay, 2025. "A conceptual model of entrepreneurial leadership: how entrepreneurial leaders enable entrepreneurial opportunity," International Entrepreneurship and Management Journal, Springer, vol. 21(1), pages 1-31, December.
    • Handle: RePEc:spr:intemj:v:21:y:2025:i:1:d:10.1007_s11365-025-01074-9
    DOI: 10.1007/s11365-025-01074-9
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