Journal Press India^®

Author Details ( * ) denotes Corresponding author

Purpose: This theoretical study provides numerous contributions to the entrepreneurial leadership and organizational flexibility literature. This is due to two main crosscurrents in the business landscape: the plasticity of entrepreneurial leadership as a creator of a firm’s competitive advantages and the ever changing, agile firm that competes in extremely unstable marketplace environments.

Design/Methodology/Approach: The dimensions of organizational flexibility (i.e., competitiveness, operational, and strategic flexibility) are configured into a new theoretical framework. From this theoretical examination derived five future research questions that are hypothesized to be attributed to the transitional dynamics of flexibility. The barriers to organizational flexibility and the effects of entrepreneurial leadership are theoretically examined using the extant literature in these research areas.

Findings: Entrepreneurial leadership and organizational flexibility are hypothesized in this paper as being positively linked.

Research Limitations: Inherent in all human endeavors, this study is not without its limitations. This study’s postulates and research questions are unique and directed to future research.

Practical Implications: Theoretical postulates and research questions are developed for future researchers to explore in this mosaic vineyard. Future research should approach these areas from the firm-level and individual-level of analysis to establish a full conception of the interplay between the individual and the firm.

Originality/Value: This theoretical framework is unique and has not been addressed or written about in the extant management, strategic leadership, and organizational literatures. Entrepreneurial leadership is explored historically and in its contemporary sui generis nature within the firm.

Keywords

Organizational Flexibility, Entrepreneurial Leadership, Entrepreneurship, Management.

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