Abstract:
Research on corporate entrepreneurship supports the notion that different leadership styles and behaviours of the corporate management may be the predictors for the emergence of more favorable entrepreneurial practices in the contemporary organizations. Furthermore, corporate entrepreneurship is challenging in contemporary organizations due to high technical HR systems, organizational hierarchies, culture, traditional leadership approach and lack of entrepreneurial knowledge. Therefore, it is the responsibility of corporate leaders to provide a holistic approach to their employees to develop more novel ideas which lead to effective organizational performance in the future. However, entrepreneurial practices was not the foremost focus of many managers as they directly focused on short term achievements of the company rather than the developmental opportunities which will give a return in the future (Jong & Hartog, 2007). Even though extant studies stress that holistic leadership of management and orientation plays a vital role, relatively few studies (Kodama M., 2017; Kodama M., 2018) have tested how and why holistic leadership such an overall understanding emerge for corporate entrepreneurship. Therefore, the main drive of this study is to create an enhanced understanding of how corporate entrepreneurial studies has grown pertaining to the holistic leadership and its outcomes over the past decades.
