Authentic leadership and intrapreneurial behavior: cross-level analysis of the mediator effect of organizational identification and empowerment

Intrapreneurial activity is positively associated with the organizational growth, and the factors that stimulate such behaviors need to be identified. The general goal of this work is to explore the relationship of authentic leadership with employees’ intrapreneurial behavior and the intervening processes. A correlational study was carried out with 212 employees of Spanish companies, in which two cross-level mediation hypotheses were tested. The results obtained indicate that employees’ organizational identification and organizational empowerment both mediate the relationship between authentic leadership and employees’ intrapreneurial behaviors. In this work, we note the importance of including authentic leadership as an antecedent of intrapreneurship.     

The influence of transformational leadership and organizational identification on intrapreneurship

Managers play a vital role in encouraging and supporting the initiatives of individual employees to explore new opportunities, to develop new products or to improve work procedures for the benefit of the organization. This study examines the influence of manager leadership styles on employee intrapreneurial behavior and the mediating role of organizational identification. Partial Least Squares modeling was used to analyze the data from 186 employees belonging to several Spanish public and private organizations. The results show that transformational leadership has a positive impact on employee intrapreneurial behavior, whereas transactional leadership negatively influences it. Furthermore, these effects are found to be partially mediated by organizational identification.     

Beyond entrepreneurial intentions: values and motivations in entrepreneurship

The role of values and motivations in understanding the entrepreneurial cognitive process deserves closer attention. So far, the predominant approach has been studying the entrepreneurial intention. This has been a very fruitful avenue of research. However, there is still much to be known to fully understand how the decision to start a venture is formed, and how the individual acts to implement that decision. Values and motivations are closely related, since both of them are linked to the notion of goals. The higher the importance attached to a goal, the more likely the person will form action plans to achieve it. In this paper, we present some ideas on how values and motivations could be integrated into the predominant entrepreneurial intention model. Firstly, we propose that values may help to explain the formation of intention antecedents (e.g., attitudes), and also moderate their effect on the entrepreneurial intention. Secondly, we point to the possibility that values and motivations may also play a role in the intention–action link. In particular, they may be instrumental in overcoming the barriers and obstacles toward effective start-up. In addition, this paper is also an introduction to the special issue, and we present the four papers selected to be included and highlight some of the most interesting aspects of their contributions.     

“Think entrepreneur - think male”: a task and relationship scale to measure gender stereotypes in entrepreneurship

Building on the think manager – think male paradigm, this study tested the psychometric properties of an “Entrepreneurial Task and Relationship” (ETR) scale to assess gender stereotypes in entrepreneurship. The sample was composed of 1056 non-entrepreneurs and 178 entrepreneurs. Non-entrepreneurs rated the characteristics of: 1) a successful entrepreneur (n = 348); 2) a successful female entrepreneur (n = 360); and 3) a successful male entrepreneur (n = 348). Entrepreneurs rated to what extent they ascribe themselves entrepreneurial characteristics. Results revealed psychometric adequacy of a two-dimensional 13-item ETR scale to be invariant across different study conditions, non-entrepreneurs and entrepreneurs, as well as male and female participants. As with management, entrepreneurship is perceived as strongly associated with task orientation. The think entrepreneur – think male paradigm applies to entrepreneurship, highlighting the need for more awareness of gender stereotypes in that context. Implications of our study can be derived on entrepreneurship education and towards policy makers and media to promote a non-stereotyped image of entrepreneurship and foster this career option, particularly among women.