Culturally-Endorsed Leadership, Social Cognition, and Entrepreneurial Orientation: An Empirical Inquiry

39 Pages Posted: 15 Jan 2020 Last revised: 9 May 2023

See all articles by Saima Bano

Saima Bano

Karachi University Business School, Students

Danish Ahmed Siddiqui

University of Karachi - Karachi University Business School

Date Written: December 29, 2019

Abstract

Entrepreneurial orientation can not only be influenced by leadership, culture, but also through social cognition induced through Job Demands and Resources. Moreover, higher Entrepreneurial orientation could further lead to job satisfaction. These intricate relationships were never explored before. Therefore, we proposed a theoretical framework combining (Stephan & Pathak, 2016) and (Ralph Kattenbach, 2018) models, and modifying them to include the concept of Job satisfaction. Stephan & Pathak (2016) investigated the impact of Culturally-endorsed Implicit Leadership Theories (CLT) on individual entrepreneurship. CLTs are culture-level concepts build on individual-level implicit leadership theory proposed by (Robert G. Lord, 1991). (Ralph Kattenbach, 2018) modified (Bandura, 1997) social cognitive theory (SCT) to include Entrepreneurial orientation. SCT itself was a modified version of the Job Demands-Resources Model proposed by (Demerouti, 2001). The empirical validity of the proposed theory was established by means of a survey based on a close-ended Likert scale type questionnaire that collected data from 200 corporate sector employees based in Karachi. It was later analyzed using structured equation modeling and confirmatory factor analysis. These results showed that both cultural factors i.e. Uncertainty Avoidance and Collectivism have a significant and positive influence on both Self-Protective and Charismatic leadership. However, the effect of leadership on entrepreneurial orientation (EI) was not empirically significant. Similarly, the effect of both social cognitive factors i.e. Job Demand and Job resource on EI was positive and significant. EI and job demand had an insignificant effect on job satisfaction. However, job resource has a significant positive impact. This implies that job resource factors have a direct influence on EI as well as Job Satisfaction. But EI itself has no direct link with the job satisfaction of employees. Hence, measuring and analyzing an organizational culture in combination with its employees’ job demand and resource factors may lead to higher job satisfaction.

Keywords: culture, Culturally-endorsed Leadership, social cognitive theory, entrepreneurial orientation, leadership, job demand, job Resources, job satisfaction

Suggested Citation

Bano, Saima and Siddiqui, Danish Ahmed, Culturally-Endorsed Leadership, Social Cognition, and Entrepreneurial Orientation: An Empirical Inquiry (December 29, 2019). Available at SSRN: https://ssrn.com/abstract=3510946 or http://dx.doi.org/10.2139/ssrn.3510946

Saima Bano

Karachi University Business School, Students ( email )

Karachi
Pakistan

Danish Ahmed Siddiqui (Contact Author)

University of Karachi - Karachi University Business School ( email )

University Road
Karachi, Sindh 75270
Pakistan
3333485884 (Phone)

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