Preman Chandranathan

Purpose
This article presents a national case study of Singapore, focusing on its green jobs program and the implications of this for equity, justice and inclusion for those employed in such roles in the country.

Design/methodology/approach
The case study is based on a review of relevant academic sources, grey literature and media reports on the topic of green jobs and the green economy.

Findings
We focus on drivers that have shaped Singapore's approach to green job creation. We argue that the government must (1) focus on championing equality in its green jobs program, especially through mechanisms such as the Tripartite Alliance for Fair Employment Practices (TAFEP); (2) address stakeholder attitudes towards certain types of green jobs, by aiming to enhance the desirability of technical and/or vocational roles; (3) take a more active leadership role in the ASEAN region, by supporting green transitions in peer countries with more vulnerable communities who have been disproportionately impacted by climate change and (4) ensure an inclusive approach by focusing also on older and younger workers, along with mid-career workers. We also discuss the implications of our analysis for research, policy and the European Commission's Inclusive Green Economy Framework.

Originality/value
Our article adds to the limited academic literature on green jobs, utilizing Singapore as a case study to understand drivers that have influence its national program. Additionally, the article contributes to literature on just transitions in Singapore, and Asia more widely, as we explore the implications of our case study discussion for equity, justice and inclusion in the country.

This article discusses findings from a review of entrepreneurial leadership research, which was motivated by an identifiable lack of (i) systematic reviews of the literature and (ii) conceptual clarity in relation to the topic. Accordingly, the first part of the article presents a systematic review of the literature and discusses how the extant research pertains to entrepreneurship and leadership studies. Findings from the review are organized into 8 key themes, which overall highlights a problem of fragmentation and certain other tensions in the existing literature. Building on this, the second part of the article attempts to conceptually integrate the literature via the notion of ‘strategic interfaces’. The article thus argues in favour of understanding entrepreneurial leadership at the intersections of strategic actors whose roles and actions are consequential for organizations. Existing research on entrepreneurial leadership is discussed in terms of a framework for strategic interfaces, and future research opportunities are identified. Overall, this article contributes by comprehensively reviewing entrepreneurial leadership research that has been published in high-quality journals, outlining the conceptual contours of this body of work, and utilizing the notion of ‘strategic interfaces’ to conceptually integrate the literature and suggest ways forward for entrepreneurial leadership research.

Purpose
This paper aims to discuss findings from a study which explored the lived experiences of leadership among owner-managers and employees of growing entrepreneurial firms. In doing so it contributes to the conceptual development of entrepreneurial leadership via shared leadership theory and qualitative empirical material.

Design/methodology/approach
The study utilised a qualitative, interpretivist and comparative case study approach. Findings were developed from the analysis of 38 interviews conducted with organisational members of 5 entrepreneurial firms located in the northwest of England.

Findings
The findings illustrate an understanding of shared entrepreneurial leadership, which is premised upon organisational ownership and characterized by three mutually interacting forms of influence in the settings of interest. These three forms of influence are: (1) hierarchical downward influence, which includes (2) empowerment as a means of enabling employees so they are positioned to influence work processes and (3) lateral peer influence within teams.

Research limitations/implications
This paper also highlights the importance of organisational ownership as a contextual factor that may influence entrepreneurial leadership. It offers recommendations for further research in this regard to develop entrepreneurial leadership research.

Practical implications
For practitioners, this paper highlights the dynamics of a more collectivist approach to leadership and how this might be practiced within entrepreneurial firms. The findings illustrate more trust, delegation and empowerment on the part of hierarchical leaders and mutuality and co-performance on the part of organisational members as all involved work collaboratively towards objectives associated with venture-building.

Originality/value
This paper contributes a contextualised, nuanced account of shared leadership processes and dynamics in owner-managed, growth-oriented entrepreneurial firms, representing the first to do so via qualitative insights in entrepreneurial leadership research.

Purpose
This article provides a historical-comparative conceptual analysis of entrepreneurial leadership and transformational leadership, aiming to critically appraise how the latter has informed the former.

Design/methodology/approach
A narrative review methodology and three-stage framework is used to develop the analysis and structure the discussion. The framework consists of the following three stages – concept introduction and elaboration, concept evaluation and augmentation and concept consolidation and accommodation.

Findings
The key ‘narrative’ emerging from the review concerns how entrepreneurial leadership as a concept has evolved into a re-iteration of the transformational leadership approach, absorbing the conceptual merits, and more significantly, conceptual flaws of the latter. Notable critiques of transformational leadership theory, namely, a lack of conceptual clarity, over-reliance on quantitative methodologies and the ‘heroic bias,’ can similarly be raised against existing research on entrepreneurial leadership. To redress these issues, the conceptual, methodological and practical implications of the historical-comparative analysis are outlined, which includes avenues for further research – with and without key elements of transformational leadership theory.

Originality/value
The article is the first to discuss the historical evolution of entrepreneurial leadership as a concept in relation to transformational leadership theory, which has been influential in research on the former. In particular, the critical analysis illustrates how the conceptual evolution of entrepreneurial leadership has failed to acknowledge the significant limitations associated with transformational leadership theory, despite considerable application of it.

The subject of leadership is considerably rich and diverse, given its development through history, the kinds of analytical, conceptual, theoretical, and methodological perspectives and commitments that contemporary researchers have adopted towards it, and the sheer volume of academic and popular literature accumulated on it to date. This entry attempts to give sense of the topic and in relation to family business research, especially for those unfamiliar with the academic study of the former. An overview of the topic is first presented, by acknowledging some of the different perspectives through which ‘leadership’ may be understood. This informs a subsequent discussion of leadership in family business contexts, which includes brief comments about productive avenues for further research. The entry concludes with some broader observations.