The “Entrepreneurial Boss” Effect on Employees’ Future Entrepreneurship Choices: A Role Model Story?

    Research output: Working paperResearchpeer-review

    Abstract

    Both organizational and sociological approaches in entrepreneurship research highlight the importance of social context in shaping i ndividual preferences for entrepreneurship. An influential contextual factor that has not been studied in entrepreneurship research is one’s boss at work. Do entrepreneurial bosses contribute to their employees’ decisions to become entrepreneurs themselves? Using Danish register data of newly founded firms and their entrepreneurs and employees between 2003 and 2012, and employing methods that allow causal inferences, we show that entrepreneurial bosses indeed affect their employees’ future entrepreneurship choices, especially if both boss and employee are female. We investigate two alternative underlying mechanisms that may shape the (female) boss’ influence on (female) workers’ entrepreneurship decisions. Our results consistently suggest that entrepreneurial bosses may act as role models for the entrepreneurship activities of their employees, especially between pairs of female bosses and female employees. We do not find any evidence on female bosses acting as “queen bees” at the workplace. Female entrepreneurial bosses may, thus, act as a lever to reducing the gender gaps in entrepreneurship rates.
    Both organizational and sociological approaches in entrepreneurship research highlight the importance of social context in shaping i ndividual preferences for entrepreneurship. An influential contextual factor that has not been studied in entrepreneurship research is one’s boss at work. Do entrepreneurial bosses contribute to their employees’ decisions to become entrepreneurs themselves? Using Danish register data of newly founded firms and their entrepreneurs and employees between 2003 and 2012, and employing methods that allow causal inferences, we show that entrepreneurial bosses indeed affect their employees’ future entrepreneurship choices, especially if both boss and employee are female. We investigate two alternative underlying mechanisms that may shape the (female) boss’ influence on (female) workers’ entrepreneurship decisions. Our results consistently suggest that entrepreneurial bosses may act as role models for the entrepreneurship activities of their employees, especially between pairs of female bosses and female employees. We do not find any evidence on female bosses acting as “queen bees” at the workplace. Female entrepreneurial bosses may, thus, act as a lever to reducing the gender gaps in entrepreneurship rates.
    LanguageEnglish
    Place of PublicationBonn
    PublisherIZA
    Number of pages53
    StatePublished - 2016
    SeriesIZA Discussion Paper
    Number10104

    Keywords

    • Entrepreneurship
    • Role models
    • Gender gaps
    • Female leadership

    Cite this

    @techreport{e747fbd60e82493894e46fc84325fc73,
    title = "The “Entrepreneurial Boss” Effect on Employees’ Future Entrepreneurship Choices: A Role Model Story?",
    abstract = "Both organizational and sociological approaches in entrepreneurship research highlight the importance of social context in shaping i ndividual preferences for entrepreneurship. An influential contextual factor that has not been studied in entrepreneurship research is one’s boss at work. Do entrepreneurial bosses contribute to their employees’ decisions to become entrepreneurs themselves? Using Danish register data of newly founded firms and their entrepreneurs and employees between 2003 and 2012, and employing methods that allow causal inferences, we show that entrepreneurial bosses indeed affect their employees’ future entrepreneurship choices, especially if both boss and employee are female. We investigate two alternative underlying mechanisms that may shape the (female) boss’ influence on (female) workers’ entrepreneurship decisions. Our results consistently suggest that entrepreneurial bosses may act as role models for the entrepreneurship activities of their employees, especially between pairs of female bosses and female employees. We do not find any evidence on female bosses acting as “queen bees” at the workplace. Female entrepreneurial bosses may, thus, act as a lever to reducing the gender gaps in entrepreneurship rates.",
    keywords = "Entrepreneurship, Role models, Gender gaps, Female leadership, Entrepreneurship, Role models, Gender gaps, Female leadership",
    author = "Vera Rocha and {Van Praag}, Mirjam",
    year = "2016",
    language = "English",
    publisher = "IZA",
    type = "WorkingPaper",
    institution = "IZA",

    }

    TY - UNPB

    T1 - The “Entrepreneurial Boss” Effect on Employees’ Future Entrepreneurship Choices

    T2 - A Role Model Story?

    AU - Rocha,Vera

    AU - Van Praag,Mirjam

    PY - 2016

    Y1 - 2016

    N2 - Both organizational and sociological approaches in entrepreneurship research highlight the importance of social context in shaping i ndividual preferences for entrepreneurship. An influential contextual factor that has not been studied in entrepreneurship research is one’s boss at work. Do entrepreneurial bosses contribute to their employees’ decisions to become entrepreneurs themselves? Using Danish register data of newly founded firms and their entrepreneurs and employees between 2003 and 2012, and employing methods that allow causal inferences, we show that entrepreneurial bosses indeed affect their employees’ future entrepreneurship choices, especially if both boss and employee are female. We investigate two alternative underlying mechanisms that may shape the (female) boss’ influence on (female) workers’ entrepreneurship decisions. Our results consistently suggest that entrepreneurial bosses may act as role models for the entrepreneurship activities of their employees, especially between pairs of female bosses and female employees. We do not find any evidence on female bosses acting as “queen bees” at the workplace. Female entrepreneurial bosses may, thus, act as a lever to reducing the gender gaps in entrepreneurship rates.

    AB - Both organizational and sociological approaches in entrepreneurship research highlight the importance of social context in shaping i ndividual preferences for entrepreneurship. An influential contextual factor that has not been studied in entrepreneurship research is one’s boss at work. Do entrepreneurial bosses contribute to their employees’ decisions to become entrepreneurs themselves? Using Danish register data of newly founded firms and their entrepreneurs and employees between 2003 and 2012, and employing methods that allow causal inferences, we show that entrepreneurial bosses indeed affect their employees’ future entrepreneurship choices, especially if both boss and employee are female. We investigate two alternative underlying mechanisms that may shape the (female) boss’ influence on (female) workers’ entrepreneurship decisions. Our results consistently suggest that entrepreneurial bosses may act as role models for the entrepreneurship activities of their employees, especially between pairs of female bosses and female employees. We do not find any evidence on female bosses acting as “queen bees” at the workplace. Female entrepreneurial bosses may, thus, act as a lever to reducing the gender gaps in entrepreneurship rates.

    KW - Entrepreneurship

    KW - Role models

    KW - Gender gaps

    KW - Female leadership

    KW - Entrepreneurship

    KW - Role models

    KW - Gender gaps

    KW - Female leadership

    M3 - Working paper

    BT - The “Entrepreneurial Boss” Effect on Employees’ Future Entrepreneurship Choices

    PB - IZA

    CY - Bonn

    ER -