This may seem especially relevant within an organisation where those skills have been lost and replaced with a "corporate" mindset that focuses on process, systems and risk minimization rather than on entrepreneurial behavior.
This includes, for example, research into the semi-piratical entrepreneurs of the late nineteenth century, and the role of not-for-profit organizations in community entrepreneurship.
History's greatest philosophical writings from Plato's Republic to Plutarch's Lives have explored the question "What qualities distinguish an individual as a leader?".
The concept of entrepreneurial leadership was introduced in 2000 by McGrath and MacMillan who suggested that in dynamic markets where there is increased uncertainty and competitive pressure a new type of leader is required.
These fast-changing markets or situations give those with an "entrepreneurial" approach the ability to exploit opportunities to gain an advantage for their organization faster than others.
The success of this was demonstrated by improvements in individual, team, and financial performance, the project becoming a key element in the Harvard Business School Case study, "UBS Aligning the Integrated firm".
This is reviewed in a case study by Chris Roebuck, Visiting Professor of Transformational Leadership at Cass Business School in London.
The success of this approach has confirmed the compatibility of entrepreneurial leadership to the majority of organizations seeking to improve client/customer service and overall performance.
Prof Chris Roebuck notes that in recent examples of applying entrepreneurial leadership to organizations, the link to employee engagement has increasingly become as a key success factor.
Rhetoric specialists have also developed models for understanding leadership (Robert Hariman, Political Style,[19] Philippe-Joseph Salazar, L'Hyperpolitique.