Leadership, creativity and routine in small businesses experiencing hyper-growth
| Autor: | Gilles Guieu, Cécile Chanut-Guieu, Leo Paul Dana |
|---|---|
| Přispěvatelé: | Laboratoire d'Economie et de Sociologie du Travail (LEST), Aix Marseille Université (AMU)-Centre National de la Recherche Scientifique (CNRS), Centre de Recherche sur le Transport et la Logistique (CRET-LOG), Aix Marseille Université (AMU), Montpellier Research in Management (MRM), Université Paul-Valéry - Montpellier 3 (UPVM)-Université de Perpignan Via Domitia (UPVD)-Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School-Université de Montpellier (UM), Laboratoire d'économie et de sociologie du travail (LEST), Université Montpellier 1 (UM1)-Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School-Université Paul-Valéry - Montpellier 3 (UPVM)-Université de Montpellier (UM)-Université Montpellier 2 - Sciences et Techniques (UM2)-Université de Perpignan Via Domitia (UPVD) |
| Jazyk: | francouzština |
| Rok vydání: | 2019 |
| Předmět: |
business.industry
Process (engineering) media_common.quotation_subject 05 social sciences General Medicine General Chemistry Public relations Creativity Transformational leadership Transactional leadership Order (business) Content analysis 0502 economics and business [SHS.GESTION]Humanities and Social Sciences/Business administration 050207 economics Psychology business 050203 business & management ComputingMilieux_MISCELLANEOUS media_common |
| Zdroj: | Revue de l'Entrepreneuriat Revue de l'Entrepreneuriat, 2019, Vol. 18 (2), pp.147. ⟨10.3917/entre.182.0147⟩ Revue de l'Entrepreneuriat, De Boeck Supérieur 2019, Vol. 18 (2), pp.147. ⟨10.3917/entre.182.0147⟩ |
| ISSN: | 1766-2524 1630-7542 |
| DOI: | 10.3917/entre.182.0147⟩ |
| Popis: | Building on the literature about high-growth firms, leadership, creativity, and routine, this paper examines the role of leadership in the emergence and maintenance of hypergrowth. Three propositions are put forward: (i) the leader’s traits play a central role in the growth process; (ii) the leader uses two styles of leadership; and (iii) the leader balances creativity and routine to maintain hypergrowth. Content analysis is carried out with forty-two interviews with TMT members of hypergrowth small businesses. Findings suggest that creativity and routine are closely intertwined in leaders’ minds and behaviors. Both transformational and transactional leadership styles are mobilized by leaders to promote phases of creativity and phases of routine, in order to maintain growth. |
| Databáze: | OpenAIRE |
| Externí odkaz: |
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