Effective Social Entrepreneurial Leadership Activities
The current article proposes that organizations and HR practitioners ride on the momentum and market upward trending of social entrepreneurial businesses to refocus their talent management activities through generating meaningful work, projects and jobs for employees, especially as Millennials who are demanding purpose oriented careers as a key motivator amongst job seekers.
We have highlighted four ingredients to shaping social entrepreneurial leaders in organizations, which consist of self-mastery, networks, work values and competence. Nevertheless many questions remain. At the mercy of limited time, size and scope of this study, this paper has not attempted to model or test the four ingredients for social entrepreneurial leadership in organizations. Organizations at different legal status, from pure capital to social innovation driven can be further explored in terms of each of their success measures of sustainability. The aspect of Asian leadership traits and models could be compared, as well as their susceptibility and applicability in socially innovative organizations. Exploring how cultural values and satisfaction of personal lives impel the millennial intention and what propels them into socially impactful enterprises is another question. What are the best ways to devise personal capabilities for social entrepreneurial leadership in terms of the paradox model?
Analysis of leadership behaviors favoring social entrepreneurship given the complexity of partnerships with a multitude of stakeholders involving such as organizational internal, external, private and public, needs attention. Finally, what cultural contexts would influence leadership skills for social entrepreneurial leaders and in what organizational context? Social enterprising and social entrepreneurial activities are expanding rapidly advocating the necessity for more consideration on its edification. These contributions advance current understandings of social entrepreneurial leadership development in the context of social impact and CSR to support organizational direction on HR talent strategies. Social entrepreneurship is an activity that can exist in any type and size of organization, inasmuch as social entrepreneurs can be abundantly nurtured at any level of an organization; primarily through vision and purpose geared towards social impact, as nurturing is brought about by leaders in the organization rather than simply adopting the limiting view of ‘entrepreneurs are born’.
Such leaders themselves may be entrepreneurial in mindset and in practice. Thus, for effective social entrepreneurial leadership activities to exist, the roles of leaders and entrepreneurs in the social impact context in actual real life business cases need to be continuously studied in detail in terms of their failure and success drivers in order to address the sustainability of such activities for greater good. This paper had the intention to spur and challenge traditional business thinking and mainstream talent management practices, hoping that a seed has been planted on the way for more research to follow.
