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Cited by 265

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Shared Authentic Leadership and New Venture Performance

Hmieleski, Keith M., Cole, Michael S., Baron, Robert A.·2012·Journal of Management
DOI 10.1177/0149206311415419
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Abstract

This study applied affective events theory (AET) as a framework for understanding the relationship between the shared authentic leadership of new venture top management teams (TMTs) and the performance of their firms. Results, based on a national (United States) random sample of new ventures, demonstrated a positive indirect effect of shared authentic leadership behavior on firm performance, an effect that operated through TMTs’ positive affective tone. These findings contribute to entrepreneurship and strategic management literatures by illustrating that AET (a micro-level theory) is a conceptually relevant framework for understanding the impact of TMTs on firm performance (i.e., upper echelons theory and research). With respect to the leadership and organizational behavior literatures, the authors’ results indicate that authentic leadership may be particularly beneficial when shared among team members.

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Metadata

Authors
Hmieleski, K. M., Cole, M. S., & Baron, R. A.
Venue
Journal of Management
Publisher
SAGE Publications
Published
2011-08-08
Volume
38
Issue
5
Pages
1476-1499
ISSN
  • 0149-2063 (ISSN-L)
  • 1557-1211
DOI
10.1177/0149206311415419
OpenAlex
W2064369376
Cited by
265
References
30
FWCI
13.49
Type
journal article
Language
en
Open access
closed
Licence
journals.sagepub.com/page/policies/text-and-data-mining-license (tdm)

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CoChat. (2026). Citation check: Shared Authentic Leadership and New Venture Performance. https://app.cochat.ai/papers/10.1177/0149206311415419
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Hmieleski, K. M., Cole, M. S., & Baron, R. A. (2012). Shared Authentic Leadership and New Venture Performance. Journal of Management. https://doi.org/10.1177/0149206311415419

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