Shared entrepreneurial leadership in new ventures: a systematic review, theoretical extension, and research agenda

Abstract New venture teams often develop shared leadership competencies and practices as an inherent capability during venture creation. Yet, entrepreneurial leadership conceptualizations tend to focus on single leader-follower perspectives, while shared leadership traditionally emphasizes intra-firm dynamics when vertical leadership structures are in place. Based on an analysis of 184 empirical articles, this paper provides a comprehensive, systematic literature review at the intersection of shared entrepreneurial leadership (SEL). We categorize existing research concerning the process of sharing leadership and concentrate to advance on what is the distinct conceptualization of SEL associated with the new venture context (i.e., high uncertainty, information asymmetries, limited knowledge, scarce resources, weak institutions, and legitimacy issues). Reviewing the underlying mechanisms of leadership in entrepreneurial contexts, we highlight items studied as antecedents to and outcomes of shared leadership associated with innovation and new venture performance outcomes. We close with future research directions highlighting to study the lifecycle process perspective, the intersections of SEL and entrepreneurial stakeholders, the role of SEL when facing ethical challenges, and the dynamics of vertical and horizontal leadership when adding more startup employees.