The Importance of Social Intelligence for Entrepreneurial Leaders PART III

Encouragement of entrepreneurial attitudes and behaviors in employees to achieve greater success

Achieving success and encouraging entrepreneurial attitudes and behaviors in employees are the main reasons for managers to lead in an entrepreneurial way. This is congruent with the assertion that entrepreneurial attitudes and behaviors are important for both managers and employees in order to lead an organization to success (Brandstätter, 2011; Covin & Slevin,2002; Fernald et al., 2005; and Neqabi & Bahadori, 2012).

Managers are aware of the fact that they are not perfect and are not able to bring the business forwards without their employees. Employees might bring in new ideas that are different from those of the managers or find other ways to solve problems than managers.

Encouraging entrepreneurial attitudes and behaviors in employees through motivation

As encouraging entrepreneurial attitudes and behaviors in employees is a main reason for leading in an entrepreneurial way, managers in effect play a central role in inspiring and encouraging employees to think and act entrepreneurially (Bagheri, Pihie &Kraus, 2013; Cunningham & Lischeron, 1991; Wang & Ahmed, 2012). In order to encourage their employees managers follow different ways, such as just directly passing on responsibility, organizing meetings to include employees in important matters or by showing a high fault tolerance.

The importance of social intelligence for entrepreneurial leaders

Assuming that entrepreneurial leaders encourage theiremployees, they need to be socially intelligent. Social intelligence is notless important than analytical skills, especially not if trying to motivate andencourage employees. This complies with Albrecht (2006); Goleman and Boyatzis(2008), and Hunt (1928), according to whom, socially  intelligent managers appear more attractiveto employees than not socially intelligent managers as they let employees  feel more comfortable, understood and supported.

CONCLUSION

The paper investigated the important role of social intelligence for the relationship between entrepreneurial leadership and entrepreneurial attitudes and behaviors in employees. Entrepreneurial leadership and entrepreneurial attitudes and behaviors in employees seem to be associated. Pro-activeness and competitive aggressiveness did not appear in connection with employees’ behaviors in this study.

Employees with entrepreneurial attitudes and behaviors perform better and lead to organizational success. Social intelligence is as important as analytical skills. Entrepreneurial leaders have to be socially intelligent – which includes empathy, social skills and social awareness – in order  to motivate their employees towards more commitment and encourage them towards entrepreneurial attitudes and  behaviors.

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