The model has been tested using a sample of 102 start-ups and their founder-CEOs and includes feedback from 372 employees, rating their leadership behaviour of founder-CEOs. This article explores the role of leadership in start-ups and outlines a model of when, why and how leadership behaviour of founder-CEOs influences start-up performance. To view cumulative results, we have used the function boxplot. In our research we analysed nine founders and CEOs of start-ups base on a 360-degree evaluation- self-evaluation and evaluation of four members of the team. To make the analysis comparable, analysed figures are only men. As a successful start-up we defined a company which fulfilled all of the following conditions: creates a unique scalable product/service, exists on the market 4 to 6 years and is achieving revenues in the amount of the third quartile (Q3) in its industry. This questionnaire analyses and compares self-evaluation of an examined individual with 360-degree analysis of four members of his team. In our analysis, we used the questionnaire- Belbin Full Individual Report. The purpose of this research is to determine whether there are certain common characteristics of successful entrepreneurs- start-up founders. The main goal of this research paper was to identify the role of founders in successful start-ups. Leadership in start-ups has its specific features, which are connected to a high uncertainty, moving of current boundaries, outstanding adaptability and perseverance of the founder.
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