The intersection of leadership and entrepreneurship: Mutual lessons to be learned

Claudia C. Cogliser, Keith H. Brigham

Research output: Contribution to journalReview articlepeer-review

213 Scopus citations


Leadership scholars are quite familiar with the often convoluted and problematic path that leadership theory has taken. Despite these challenges, leadership is currently considered a "mature field" [Hunt, J.G., & Dodge, G.E. (2000). Leader Deja Vu all over again. The Leadership Quarterly, 11 (4), 453-458] even though this maturity has not been achieved without considerable growing pains. Similar to the path that leadership scholars have taken, those who study entrepreneurship also struggle with issues associated with a field in its early stages. This review examines the intersection between the fields of leadership and entrepreneurship with an emphasis on how the path taken by leadership research can inform entrepreneurship and possibly lessen this young field's growing pains. We first identify several areas where these fields theoretically converge (both in the models employed and the research questions addressed). Next, we take a historical perspective of leadership and entrepreneurship by identifying the life cycle stage of each construct or domain. Finally, we conclude with some thoughts on how the entrepreneurship field may avoid (or is avoiding) the pitfalls experienced by those who study leadership.

Original languageEnglish
Pages (from-to)771-799
Number of pages29
JournalLeadership Quarterly
Issue number6
StatePublished - Dec 2004


  • Leadership and entrepreneurship
  • Philosophy of science
  • Research life cycles


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