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Effective Leadership Practices of Ea...

Yau, Leroy.

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Effective Leadership Practices of Early-stage Startup Co-founders.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Effective Leadership Practices of Early-stage Startup Co-founders./
Author:	Yau, Leroy.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2019,
Description:	112 p.
Notes:	Source: Dissertations Abstracts International, Volume: 80-10, Section: A.
Contained By:	Dissertations Abstracts International80-10A.
Subject:	Entrepreneurship. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=13808987
ISBN:	9781392079485

Effective Leadership Practices of Early-stage Startup Co-founders.
Yau, Leroy.

Effective Leadership Practices of Early-stage Startup Co-founders. - Ann Arbor : ProQuest Dissertations & Theses, 2019 - 112 p.

Source: Dissertations Abstracts International, Volume: 80-10, Section: A.

Thesis (Ed.D.)--Northeastern University, 2019.

This item must not be sold to any third party vendors.

It is hard to miss the startup phenomenon, beginning with tech giants such as Google and Facebook, to those that are just emerging, such as Uber and AirBnB. The "disruptiveness" incurred by their innovations has changed many lives in a profound way. Effective leadership practices have been shown to be essential for the overall success of any company, especially for startups. This study is based on the premise that startup performance is dependent on more than the co-founding team's demographics, traits, and behaviors. Rather, it is linked with overall leadership and interaction among a group of often inexperienced people facing a high degree of uncertainty. Using the theoretical framework of leadership-as-practice, this interpretative phenomenological analysis study (IPA) seeks to understand the leadership practices that individuals of co-founding teams find most relevant to achieving success in a startup environment by answering the following research question. What are the experiences of co-founders of early-stage startups with leadership and how do they make sense of those experiences as they relate to promoting their startups' success? The findings revealed the complex nature of a startup environment which creates the structure in which the co-founders are to understand their roles and leadership capacity. And although there is strong consensus amongst startup co-founders on the importance of vision and compassion for other co-founders, concepts theorized by the theoretical framework Leadership-As-Practice, it is also clear that, in contrast, in the course of the day-to-day practice, they revert to what one would typically classify as traditional management styles. This dilemma of searching for the ultimate answer in the market and perceived leadership whilst balancing the day-to-day operations of making the startup survive appears to be the biggest challenge for startup co-founders.

ISBN: 9781392079485Subjects--Topical Terms:

526739
Entrepreneurship.

Effective Leadership Practices of Early-stage Startup Co-founders.
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520 $a It is hard to miss the startup phenomenon, beginning with tech giants such as Google and Facebook, to those that are just emerging, such as Uber and AirBnB. The "disruptiveness" incurred by their innovations has changed many lives in a profound way. Effective leadership practices have been shown to be essential for the overall success of any company, especially for startups. This study is based on the premise that startup performance is dependent on more than the co-founding team's demographics, traits, and behaviors. Rather, it is linked with overall leadership and interaction among a group of often inexperienced people facing a high degree of uncertainty. Using the theoretical framework of leadership-as-practice, this interpretative phenomenological analysis study (IPA) seeks to understand the leadership practices that individuals of co-founding teams find most relevant to achieving success in a startup environment by answering the following research question. What are the experiences of co-founders of early-stage startups with leadership and how do they make sense of those experiences as they relate to promoting their startups' success? The findings revealed the complex nature of a startup environment which creates the structure in which the co-founders are to understand their roles and leadership capacity. And although there is strong consensus amongst startup co-founders on the importance of vision and compassion for other co-founders, concepts theorized by the theoretical framework Leadership-As-Practice, it is also clear that, in contrast, in the course of the day-to-day practice, they revert to what one would typically classify as traditional management styles. This dilemma of searching for the ultimate answer in the market and perceived leadership whilst balancing the day-to-day operations of making the startup survive appears to be the biggest challenge for startup co-founders.
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