Embodying Authentic Leadership in Nascent Entrepreneurship for Sustainable Success

Abstract

Authentic leadership has emerged as a positive leadership approach that stimulates psychological and ethical safety in the work environment to enhance organizational outcomes. Grounded on authentic leadership and the three- factor model, the purpose of this study was to develop a fuller understanding of authentic leadership from the lived experiences of nascent entrepreneurs. Applying the phenomenological research method, we explored the lived experiences of 10 founder-CEOs of Information Technology startups. The data collection instruments were semistructured interview questions and field notes reflective of the overarching research question: “What are nascent entrepreneurs’ lived experiences and understanding of authentic leadership?” Our research findings indicated that nascent entrepreneurs employ unbiased information sharing, relational openness and transparency, values-centered leadership, people-oriented leadership, and the development of a learning culture as key success strategies in their leadership approach. From a practical standpoint, this study’s findings may help scholars and practitioners develop entrepreneurial leadership policies and programs based on authenticity to improve individual and organizational performance. The key recommendations for further research include exploring authentic leadership across other economic sectors using a more integrative process that recognizes followers as active contributors to entrepreneurial leadership success. The study’s implication for positive social change includes potential authentic leadership strategies for successful entrepreneurship and business practices that could enhance venture outcomes, growth, and sustainability.