Entrepreneurial leadership dynamics in the education sector

Understanding the dynamics of entrepreneurial leadership in the education sector is the main goal of this study. The current study was suggested since entrepreneurship has become a key factor in the economy of a country. Numerous studies have examined entrepreneurship and leadership as distinct fields, but it was believed that it was important to show the points at where the two ideas converge. As a result, this study highlighted hitherto unresearched characteristics of both functional areas. Education is the industry being researched. Entrepreneurs have a lot of responsibility on their shoulders, even while entrepreneurship brings about a lot of social and economic improvements in the region where it grows. The same is true since the stakeholders have a long-standing relationship with one another and the client is completely different. The study placed a strong emphasis on examining the elements that go into an educational entrepreneur’s ability to lead effectively, the effects of three different leadership philosophies– transformational, transactional, and entrepreneurial–on business performance, and the role that entrepreneurship education plays in developing entrepreneurial leadership skills. The study, which used 167 entrepreneurs from one urban and four rural areas in Tamil Nadu, used factor analysis, correlation, and regression as its key statistical methods to arrive at its conclusions. Entrepreneurial leadership style was studied using the ENTRELEAD scale developed by Renko et al. (2015), while transformational and transactional leadership styles were studied using the MLQ by Bass et al. (1999). In the factors there are Seven factors that show the leadership style of the entrepreneurs under research were revealed by the results. These characteristics included being influential, encouraging people to develop their abilities, taking risks, and showing individual consideration. Entrepreneurial leadership style is the second most strongly associated with and influential on entrepreneurial performance, and transactional leadership style is the third. The study also suggested that entrepreneurship education had little bearing on an individual’s capacity for entrepreneurial leadership.