Igniting passion, inspiring employees: how entrepreneurial leadership fuels entrepreneurial persistence

Abstract

Based on social learning theory, this study investigates how and when employees’ entrepreneurial persistence behaviour can be inspired by entrepreneurial leadership. Specifically, this study introduces the mediating role of entrepreneurial passion and the moderating role of entrepreneurial competence. These hypotheses were tested using a two-wave field survey involving 186 Chinese startup employees over a six-month period. Hierarchical multiple regression was used to assess the moderated mediation model. Results showed a positive relationship between entrepreneurial leadership and employees’ entrepreneurial persistence behaviour, with employees’ entrepreneurial passion mediating this effect. This mediation was particularly significant for employees with high entrepreneurial competence. This study is limited by its China-centric sample and two-wave time-lagged survey design, along with its sole reliance on empirical survey research, potentially constraining the generalisability and dynamic insights of the findings. Additionally, despite focussing on individual-level factors, it overlooks cross-level team and organisational influences. The findings offer guidance for organisations and leaders to cultivate entrepreneurial leadership and foster employees’ entrepreneurial passion consciously. Additionally, the findings encourage organisations and leaders to take proactive measures to enhance employees’ entrepreneurial competence. Firstly, this research contributes to the literature by shifting the focus from entrepreneurs to employees, offering new insights into employees’ entrepreneurial persistence behaviour. Secondly, it provides a comprehensive framework for understanding how and under what conditions entrepreneurial leadership drives employees’ entrepreneurial persistence behaviour, enriching the research on entrepreneurial leadership.