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    Rights statement: The final, definitive version of this article has been published in the Journal, Industrial and Organizational Psychology, 11 (4), pp 663-669 2018, © 2018 Cambridge University Press

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Senior Leaders in Small Enterprises: Insights into the Field of Entrepreneurship

Research output: Contribution to journalJournal article

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<mark>Journal publication date</mark>31/12/2018
<mark>Journal</mark>Industrial and Organizational Psychology
Issue number4
Volume11
Number of pages7
Pages (from-to)663-669
Publication StatusPublished
Early online date27/12/18
<mark>Original language</mark>English

Abstract

Senior leaders in many small enterprises cannot afford some of the leadership development practices advocated by Reynolds et al. (2018) in their focal article. For example, assessment centers run by outside professional consultants are likely to be too costly and time consuming. In addition, senior leaders in small enterprises need training in leadership skills specific to leaders of small enterprises. For example, because of their limited resources, they need training in the most effective bootstrapping practices. They also need training in how to develop and manage relationships with organizational outsiders, in particular financiers. These leaders may also need training in creativity and innovation, business ethics, and general leadership skills. A variety of low cost options may help leaders of small enterprises gain the skills they need.

Bibliographic note

The final, definitive version of this article has been published in the Journal, Industrial and Organizational Psychology, 11 (4), pp 663-669 2018, © 2018 Cambridge University Press