女性创业领导力的行为特征及其效能机制：多水平效应分析
|
摘要
近些年,女性创业在全球范围内日益活跃,女性创业领导力成为创业与领导研究关注的新焦点。目前,全球范围内的经济结构调整与转型升级正在为女性创业者领导组织变革与创新提出了新的挑战与机遇。面对充满高度复杂性、动态性与包容性的变革环境和新的创业任务要求,女性创业者和企业家如何建构社会性别,表现出新型的女性创业领导力,激发员工和组织不断践行变革与创新,最终实现员工成长与组织可持续发展,成为值得研究的重要课题。
本研究通过回顾女性创业、女性领导以及创业型领导等相关领域研究,基于行动聚焦理论与多水平分析框架,深入探究女性创业领导力的形成及其效能机制。主要探讨三个关键的理论问题：第一,当前中国转型升级的变革背景下,女性创业领导力的关键特征体现在哪些方面?由哪些维度构成?具有哪些独特的特征?第二,女性创业领导力的形成机制是什么?变革环境特征、创业任务特征以及自我概念等三个不同层次的情境因素是如何影响女性创业领导力的产生?第三,女性创业领导力如何对组织绩效与员工绩效等效能产生多水平影响作用?为了解决以上理论问题,本研究展开以下三个主题的实证研究。
研究一构建了变革背景下女性创业领导力的核心构思,并开发了女性创业领导行为量表。采用扎根理论方法“捕捉”女性创业领导过程的关键行为,建构女性创业领导力的构思,包括变革心智、培育创新、掌控风险、整合关系、亲和感召和指导关怀等六个核心范畴。基于扎根理论分析开发的女性创业领导力构思编制女性创业领导行为量表,采用专家小组讨论方法确保其内容效度；通过探索性因素分析初步验证了女性创业领导行为量表的因子结构；进一步通过验证性因素分析来验证了女性创业领导力的二阶六维度构思具有良好聚合效度和区分效度。研究结果表明,女性创业领导力是由变革心智、培育创新、掌控风险、整合关系、亲和感召和指导关怀等六个维度构成。女性创业领导力呈现出全新的领导行为组合特征,并且体现出女性典型的社会性别特征,如亲和感召、指导关怀。
研究二基于行动聚焦理论全面而深入分析了女性创业领导力的多重影响效应。采用嵌入式多案例研究方法,通过对四个不同行业的女性创业者领导员工和公司实施转型升级的行动进行深入研究。研究结果发现,变革环境的动态性与复杂性,会促使女性创业领导者表现出变革心智、培育创新、整合关系、掌控风险等领导行为。变革环境体现的包容性,更多地促使女性创业领导者表现出整合关系的领导行为。围绕创业任务的业务创新、网络互动的要求,女性创业领导者会表现出变革心智、培育创新、掌控风险和整合关系等领导行为；而运营环保的要求,则促使女性创业者表现出践行运营环保理念的变革心智及培育创新的领导行为。由此,将变革环境特征与创业任务特征对女性创业领导力产生的影响,称之为“多重情境影响效应”。围绕自我概念,受到变革环境和创业任务的情境影响,女性创业者自我塑造为男性化的“创业者”和“领导者”角色,有助于形成变革心智、培育创新、掌控风险、整合关系等领导行为；而女性创业者表现出与其性别角色一致的女性化特征,有助于形成亲和感召与指导关怀的领导行为。由此,将其称之为“多重角色认同效应”。进一步通过两次独立取样的问卷调研,采用方差分析分别验证了女性创业领导力的情境影响效应和自我角色认同效应。
研究三基于多水平分析框架检验了女性创业领导力的效能机制。通过对152家女性经营企业进行多来源多阶段的数据收集,运用回归分析与多层建模进行检验。研究结果发现,(1)女性创业领导力(包括变革心智、培育创新、掌控风险、整合关系)会对组织绩效,包括财务运营绩效、组织创新绩效和社会责任绩效均产生积极的影响作用；进一步研究发现,社会创业导向、管理团队的变革承诺对女性创业领导力与组织绩效之间的关系起到中介作用。此外,研究发现,女性创业领导力还可以通过管理团队变革承诺的中介作用从而增强社会创业导向。(2)女性创业领导力对员工绩效,包括创新工作绩效、工作满意度和情感承诺均起到显著的积极影响。而且,女性创业领导力通过领导成员交换的中介作用从而提升员工创新工作绩效、工作满意度和组织情感承诺；另外,女性创业领导力通过激发员工个体主动性从而提升员工创新工作绩效、工作满意度和组织情感承诺。此外,研究发现,女性创业领导力还可以通过建立良好的领导成员交换关系从而增强员工的个体主动性。
最后,本文系统地探讨了研究所取得的理论进展以及对女性领导公司转型升级的现实指导意义,并指出研究的局限性以及未来的研究方向。
In recent years, women entrepreneurship has become increasingly active throughout the world, and women entrepreneurial leadership became the new focus of entrepreneurship and leadership research. At present, global economic structural transformation and upgrading are putting forward new challenges and opportunities for women entrepreneurs to lead organizational change and innovation. Under the increasingly dynamic, complex and inclusive external environment, it is important to study how women entrepreneurial leaders reconstruct gender-role identities, demonstrate new women entrepreneurial leadership behavior, mobilize employees and organization to continuously change and innovation, obtain competitive advantage, and realizes the staff growth and sustainable development of the organization.
Drawing upon previous research on female entrepreneurship, female leadership and entrepreneurial leadership, this paper discussed how women entrepreneurial leadership emerge and exert influence based on action focus theory and multilevel analysis framework. Three theoretical issues were identified. First, what are the key characteristics of women entrepreneurial leadership within the context of transformation and upgrading in China? And what is the construct of women entrepreneurial leadership and its unique characteristics? Second, how does women entrepreneurial leadership emerge by focusing on environmental change, entrepreneurial task and self concept? Finally, how women entrepreneurial leadership affects organizational performance and employee performance in a multilevel form?
Study1focused on the conceptualization of women entrepreneurial leadership (WEL) under change context in China and the development of WEL scale. Using grounded theory, we developed a multi-dimensional construct of WEL. Then, we formulated WEL scale by expert group discussion, and (246women entrepreneurs) tested its structure of WEL with EFA and (302women entrepreneurs) verified a second-order six dimensional construct of WEL by CFA. and the convergent validity and discriminant validity were tested with composite reliability and AVE method. In conclusion, WEL had six factors, consisting of changing mindset, cultivating innovation, controlling risk, integration guanxi. affinity inspiring, and instructive caring. Women entrepreneurial leadership had new leadership behavior mix, and showed unique gender characteristics, such as affinity inspiring, and instructive caring.
Study2used action focus theory to explore the antecedents of women entrepreneurial leadership. We relied on embedded, multiple cases across four different industries to investigate women entrepreneurs'transformation and upgrading actions. Results showed that dynamics and complexity of change environment would promote behavior of changing mindset, cultivating innovation, controlling risk, integration guanxi. Environmental munificence would promote behavior of guanxi integration. Business innovation, network interaction, and environmental-protection operation would also promote behavior of changing mindset, cultivating innovation, controlling risk, integration guanxi. We called it "multi-contextual driven effect" Women entrepreneurs'masculine self concepts of "entrepreneur" and "leader" would lead to behavior of changing mindset, cultivating innovation, controlling risk, integration guanxi, while their roles as women would lead to behavior of affinity inspiring, and instructive caring. We called it "multi-role identity effect". ANOVA was adopted to test "multi-contextual effect" and "self identity effect" using two independent samples.
Study3tested the effects of women entrepreneurial leadership (WEL) using multi-level modeling. Data were collected from152women-owned enterprises by multi-phase, multi-source method. Results showed that WEL was positively related to organizational performance (e.g., entrepreneurial financial performance, organizational innovation performance, and social responsibility performance). Social entrepreneurial orientation and management team's commitment to change mediated the relationship between WEL and entrepreneurial organizational performance. In addition, WEL promoted social entrepreneurial orientation through management team's commitment to change. On the other hand, WEL was positively related to employees'performance (e.g., innovative job performance, job satisfaction, and affective commitment). Furthermore, WEL positively influenced employees' performance through Leader-member exchange (LMX) and employees'personal initiatives. In addition, WEL motivated employees'personal initiatives through LMX.
Finally, the main research findings of this study were systematically summarized. Furthermore, the theoretical advances and managerial implications for women entrepreneurship within the context of transformation and upgrading in China, as well as limitations and future research were discussed.
本研究通过回顾女性创业、女性领导以及创业型领导等相关领域研究,基于行动聚焦理论与多水平分析框架,深入探究女性创业领导力的形成及其效能机制。主要探讨三个关键的理论问题：第一,当前中国转型升级的变革背景下,女性创业领导力的关键特征体现在哪些方面?由哪些维度构成?具有哪些独特的特征?第二,女性创业领导力的形成机制是什么?变革环境特征、创业任务特征以及自我概念等三个不同层次的情境因素是如何影响女性创业领导力的产生?第三,女性创业领导力如何对组织绩效与员工绩效等效能产生多水平影响作用?为了解决以上理论问题,本研究展开以下三个主题的实证研究。
研究一构建了变革背景下女性创业领导力的核心构思,并开发了女性创业领导行为量表。采用扎根理论方法“捕捉”女性创业领导过程的关键行为,建构女性创业领导力的构思,包括变革心智、培育创新、掌控风险、整合关系、亲和感召和指导关怀等六个核心范畴。基于扎根理论分析开发的女性创业领导力构思编制女性创业领导行为量表,采用专家小组讨论方法确保其内容效度；通过探索性因素分析初步验证了女性创业领导行为量表的因子结构；进一步通过验证性因素分析来验证了女性创业领导力的二阶六维度构思具有良好聚合效度和区分效度。研究结果表明,女性创业领导力是由变革心智、培育创新、掌控风险、整合关系、亲和感召和指导关怀等六个维度构成。女性创业领导力呈现出全新的领导行为组合特征,并且体现出女性典型的社会性别特征,如亲和感召、指导关怀。
研究二基于行动聚焦理论全面而深入分析了女性创业领导力的多重影响效应。采用嵌入式多案例研究方法,通过对四个不同行业的女性创业者领导员工和公司实施转型升级的行动进行深入研究。研究结果发现,变革环境的动态性与复杂性,会促使女性创业领导者表现出变革心智、培育创新、整合关系、掌控风险等领导行为。变革环境体现的包容性,更多地促使女性创业领导者表现出整合关系的领导行为。围绕创业任务的业务创新、网络互动的要求,女性创业领导者会表现出变革心智、培育创新、掌控风险和整合关系等领导行为；而运营环保的要求,则促使女性创业者表现出践行运营环保理念的变革心智及培育创新的领导行为。由此,将变革环境特征与创业任务特征对女性创业领导力产生的影响,称之为“多重情境影响效应”。围绕自我概念,受到变革环境和创业任务的情境影响,女性创业者自我塑造为男性化的“创业者”和“领导者”角色,有助于形成变革心智、培育创新、掌控风险、整合关系等领导行为；而女性创业者表现出与其性别角色一致的女性化特征,有助于形成亲和感召与指导关怀的领导行为。由此,将其称之为“多重角色认同效应”。进一步通过两次独立取样的问卷调研,采用方差分析分别验证了女性创业领导力的情境影响效应和自我角色认同效应。
研究三基于多水平分析框架检验了女性创业领导力的效能机制。通过对152家女性经营企业进行多来源多阶段的数据收集,运用回归分析与多层建模进行检验。研究结果发现,(1)女性创业领导力(包括变革心智、培育创新、掌控风险、整合关系)会对组织绩效,包括财务运营绩效、组织创新绩效和社会责任绩效均产生积极的影响作用；进一步研究发现,社会创业导向、管理团队的变革承诺对女性创业领导力与组织绩效之间的关系起到中介作用。此外,研究发现,女性创业领导力还可以通过管理团队变革承诺的中介作用从而增强社会创业导向。(2)女性创业领导力对员工绩效,包括创新工作绩效、工作满意度和情感承诺均起到显著的积极影响。而且,女性创业领导力通过领导成员交换的中介作用从而提升员工创新工作绩效、工作满意度和组织情感承诺；另外,女性创业领导力通过激发员工个体主动性从而提升员工创新工作绩效、工作满意度和组织情感承诺。此外,研究发现,女性创业领导力还可以通过建立良好的领导成员交换关系从而增强员工的个体主动性。
最后,本文系统地探讨了研究所取得的理论进展以及对女性领导公司转型升级的现实指导意义,并指出研究的局限性以及未来的研究方向。
In recent years, women entrepreneurship has become increasingly active throughout the world, and women entrepreneurial leadership became the new focus of entrepreneurship and leadership research. At present, global economic structural transformation and upgrading are putting forward new challenges and opportunities for women entrepreneurs to lead organizational change and innovation. Under the increasingly dynamic, complex and inclusive external environment, it is important to study how women entrepreneurial leaders reconstruct gender-role identities, demonstrate new women entrepreneurial leadership behavior, mobilize employees and organization to continuously change and innovation, obtain competitive advantage, and realizes the staff growth and sustainable development of the organization.
Drawing upon previous research on female entrepreneurship, female leadership and entrepreneurial leadership, this paper discussed how women entrepreneurial leadership emerge and exert influence based on action focus theory and multilevel analysis framework. Three theoretical issues were identified. First, what are the key characteristics of women entrepreneurial leadership within the context of transformation and upgrading in China? And what is the construct of women entrepreneurial leadership and its unique characteristics? Second, how does women entrepreneurial leadership emerge by focusing on environmental change, entrepreneurial task and self concept? Finally, how women entrepreneurial leadership affects organizational performance and employee performance in a multilevel form?
Study1focused on the conceptualization of women entrepreneurial leadership (WEL) under change context in China and the development of WEL scale. Using grounded theory, we developed a multi-dimensional construct of WEL. Then, we formulated WEL scale by expert group discussion, and (246women entrepreneurs) tested its structure of WEL with EFA and (302women entrepreneurs) verified a second-order six dimensional construct of WEL by CFA. and the convergent validity and discriminant validity were tested with composite reliability and AVE method. In conclusion, WEL had six factors, consisting of changing mindset, cultivating innovation, controlling risk, integration guanxi. affinity inspiring, and instructive caring. Women entrepreneurial leadership had new leadership behavior mix, and showed unique gender characteristics, such as affinity inspiring, and instructive caring.
Study2used action focus theory to explore the antecedents of women entrepreneurial leadership. We relied on embedded, multiple cases across four different industries to investigate women entrepreneurs'transformation and upgrading actions. Results showed that dynamics and complexity of change environment would promote behavior of changing mindset, cultivating innovation, controlling risk, integration guanxi. Environmental munificence would promote behavior of guanxi integration. Business innovation, network interaction, and environmental-protection operation would also promote behavior of changing mindset, cultivating innovation, controlling risk, integration guanxi. We called it "multi-contextual driven effect" Women entrepreneurs'masculine self concepts of "entrepreneur" and "leader" would lead to behavior of changing mindset, cultivating innovation, controlling risk, integration guanxi, while their roles as women would lead to behavior of affinity inspiring, and instructive caring. We called it "multi-role identity effect". ANOVA was adopted to test "multi-contextual effect" and "self identity effect" using two independent samples.
Study3tested the effects of women entrepreneurial leadership (WEL) using multi-level modeling. Data were collected from152women-owned enterprises by multi-phase, multi-source method. Results showed that WEL was positively related to organizational performance (e.g., entrepreneurial financial performance, organizational innovation performance, and social responsibility performance). Social entrepreneurial orientation and management team's commitment to change mediated the relationship between WEL and entrepreneurial organizational performance. In addition, WEL promoted social entrepreneurial orientation through management team's commitment to change. On the other hand, WEL was positively related to employees'performance (e.g., innovative job performance, job satisfaction, and affective commitment). Furthermore, WEL positively influenced employees' performance through Leader-member exchange (LMX) and employees'personal initiatives. In addition, WEL motivated employees'personal initiatives through LMX.
Finally, the main research findings of this study were systematically summarized. Furthermore, the theoretical advances and managerial implications for women entrepreneurship within the context of transformation and upgrading in China, as well as limitations and future research were discussed.
引文
1 本研究受到国家自然科学基金重点项目“基于并行分布策略的中国企业组织变革与文化融合机制研究(71232012)资助。
2 OECD(2004),Women's entrepreneurship:issues and policies.http://www.oecd.org/cfe/smes/31919215.pdf
Center for Women's Business Research(2009). The Economic Impact of Women-Owned Businesses In the United States.www.womensbusinessresearch.org
4 Kelley,D.J.,Brush, C.G.,Greene,P.G., Litovsky,Y.2010 Report:Women Entrepreneurs Worldwide. http://www.gemconsortium.org/docs/2825/gem-2010-womens-report
1 见朱蕤作《中国女企业家协会2011年工作总结和2012年工作纲要》报告.http://www.cawe.org.cn/cawe/fore/associNewsInfo.action?associationNewsDTO.id=202
2 中华人民共和国国民经济和社会发展第十二个五年规划纲要.http://www.gov.cn/20111h/content_1825838.htm
2 见《王忠禹：大力弘扬企业家精神扎实推进企业转型升级》发表于《中国企业报》,2012年5月17日
1 本小节内容发表于《中国人力资源开发》2012年8月刊
1 本节部分内容发表于《管理世界》2013年第9期
[1]Acker, J. From sex roles to gendered institutions. Contemporary Sociology, 1992.21(5),565-569.
[2]Adams,S. M., Gupta, A.,& Leeth,J. D. Are Female Executives Over represented in Precarious Leadership Positions?. British Journal of Management,2009,20(1),1-12.
[3]Ahl, H. Why research on women entrepreneurs needs new directions. Entrepreneurship Theory and Practice,2006,30(5),595-621.
[4]Aldrich, H.,& Zimmer, C. Entrepreneurship through social networks. University of Illinois at Urbana-Champaign's Academy for Entrepreneurial Leadership Historical Research Reference in Entrepreneurship,1986.
[5]Aldrich. H. E.,& Cliff, J. E. The pervasive effects of family on entrepreneurship:Toward a family embeddedness perspective. Journal of Business Venturing,2003,18(5),573-596.
[6]Allison, G. T.,& Zelikow, P. Essence of decision (pp.127-132). Longman, 1971.
[7]Alimo-Metcalfe, B. An investigation of female and male constructs of leadership and empowerment. Women in Management Review,1995,10(2), 3-8.
[8]Alison, M. The effect of CEOs on firm performance. Strategic Management Journal,2008,29(12),1357-1367.
[9]Alsos, G., Isaksen, E.,& Ljunggren, E. New venture financing and subsequent business growth inmen- and women-led businesses. Entrepreneurship Theory and Practice,2006,30(5),667-686.
[10]Alvarez, S. A.,& Busenitz, L. W. The entrepreneurship of resource-based theory. Journal of management,2001,27(6),755-775.
[11]Alvord, S. H., Brown, L. D.,& Letts, C. W. Social entrepreneurship and societal transformation. Journal of Applied Behavioral Science,2004,40(3), 260-282.
[12]Amabile, T. M. A Model of Creativity and Innovations in Organizations. In B. M. Staw & L. L. Cummings (Eds.).Research in organizational behavior. Greenwich, CT:JAI Press,1988,123-167.
[13]Amabile. T. M. A Model of Creativity and Innovation in Organizations. Research in Organization Behavior,1998,8(1),123-167.
[14]Andre. R. A national profile of women's participation in networks of small business leaders. Journal of Small Business Management,1992.30(1).66-73.
[15]Antoncic, B.,& Hisrich, R. D. Corporate entrepreneurship contingencies and organizational wealth creation. Journal of Management Development,2004, 23(6),518-550.
[16]Apergis, N., Pekka-Economou, V. Incentives and Female Entrepreneurial Activity:Evidence from Panel Firm Level Data. International Advances in Economic Research,2010,16 (4),371-387.
[17]Austin, J., Stevenson, H.,& Wei-Skillern, J. Social entrepreneurship and commercial entrepreneurship:Same, different, or both? (Working paper series no.04-029). Harvard Business School,2003.
[18]Avolio, B. J.,& Bass, B. M. Individual consideration viewed at multiple levels of analysis:A multi-level framework for examining the diffusion of transformational leadership. The Leadership Quarterly,1995,6(2),199-218.
[19]Avolio, B. J. Full leadership development:Building the vital forces in organizations. Thousand Oaks, CA7 Sage,1999.
[20]Avolio, B. J., Zhu, W., Koh, W.,& Bhatia, P. Transformational leadership and organizational commitment:Mediating role of psychological empowerment and moderating role of structural distance. Journal of organizational behavior. 2004,25(8),951-968.
[21]Ayalla, R., Zehava, R.& Rachel H. Entrepreneurial leadership vision in nonprofit vs. for-profit organizations. Leadership Quarterly,2009,21(1), 144-158.
[22]Ayman, R. Situational and contingency approaches to leadership.In J. Antonakis, A. T. Cianciolo,& R. J. Sternberg(Eds.), The nature of leadership (pp.148-170). ThousandOaks, CA:Sage,2004.
[23]Bandura, A. Social foundations of thought and action. Englewood Cliffs, NJ: Prentice Hall,1986.
[24]Bandura, A. Self-efficacy:The exercise of control. New York:Freeman,1997, 3.
[25]Baron, R.M.& Kenny, D.A. The Moderator-Mediator Variable Distinction in Social Psychological Research:Conceptual, Strategic, and Statistical Considerations. Journal of Personality and Social Psychology,1986,51(6), 1173-1182.
[26]Baron,R.A., Markman. G.D.,& Hirsa. A. Perceptions of women and men as entrepreneurs:Evidence for differential effects of attributional augmenting. Journal of Applied Psychology,2001,86(6),923-929.
[27]Baron, R. A.,& Ward,T. B. Expanding entrepreneurial cognition's toolbox: Potential contributions from the field of cognitive science. Entrepreneurship Theory and Practice,2004,28(6),553-573.
[28]Baron, R. A. The cognitive perspective:A valuable tool for answering entrepreneurship's basic "why" questions. Journal of Business Venturing.2004, 19(2).221-240.
[29]Bartol, K. M.,& Butterfield. D. A. Sex effects in evaluating leaders. Journal of Applied Psychology,1976,61(4),446.
[30]Bartol,K. M.,& Martin, D.C. Women and men in task groups.In R.D. Ashmore & F.K. De Boca(Eds.),The social psychology of female-male relations(pp.259-310).San Diego, CA:Academic Press.
[31]Bass, B. M. Leadership and performance beyond expectations. New York, NY: Free Press,1985.
[32]Bass, B. M.,& Avolio, B. J. Shatter the glass ceiling:Women may make better managers. Human Resource Management,1994,33(4),549-560.
[33]Bass, B. M., Avolio, B. J.,& Atwater, L. The transformational and transactional leadership of men and women. Applied Psychology,1996,45(1), 5-34.
[34]Basu, R.,Green,S. G.Leader-member exchange and transformational leadership:An empirical examination of innovative behaviors in leader-member dyads.Journal of Applied Social Psychology,1997,27(6), 477-499.
[35]Bateman, T. S.,& Crant, J. M. The proactive component of organizational behavior:A measure and correlates. Journal of organizational behavior,1993, 14(2),103-118.
[36]Bates, T. Survival patterns among newcomers to franchising. Journal of Business Venturing,1998,13(2),113-130.
[37]Baum, J. R. and Locke, E. A.The relation of entrepreneurial traits, skill, and motivation to subsequent venture growth. Journal of Applied Psychology,2004, 89(4),587-598.
[38]Becker, G. S. Human capital:a theoretical and empirical analysis, with special refence to education. University of Chicago Press,1975.
[39]Beer, M., Voelpel, S. C Leibold. M.,& Tekie. E. B. Strategic management as organizational learning:developing fit and alignment through a disciplined process. Long Range Planning,2005,38(5),445-465.
[40]Bern, S.L. The measurement of psychological androgyny.Journal of Consulting and Clinical Psychology,1974,42(2),155-62.
[41]Bern, S.L. Sex typing and androgyny:Further explorations of the expressive domain. Journal of Personality and Social Psychology,1976,34(5),1016.
[42]Bennis, W. G.,& Nanus, B. Leaders:Strategies for taking charge (1st ed.). New York, NY:Harper & Row,1985.
[43]Bird, B.,& Brush, C. A gendered perspective on organizational creation. Entrepreneurship Theory and Practice,2002,26(3),41-65.
[44]Boal, K.,& Hooijberg, R. Strategic leadership research:Moving on. Leadership Quarterly,2000,11 (5),515-549.
[45]Boden Jr, R. J.,& Nucci, A. R. On the survival prospects of men's and women's new business ventures. Journal of Business Venturing,2000,15(4). 347-362.
[46]Borgelt, K.,& Falk, I. The leadership/management conundrum:innovation or risk management?. Leadership & Organization Development Journal,2007, 28(2),122-136.
[47]Boschee, J. Merging mission and money:A board member's guide to social entrepreneurship. http://www.socialent.org/pdfs/MergingMission,1998.
[48]Bosse, D. A., Taylor. P. L. The second glass ceiling impedes women entrepreneurs. Journal of Applied Management and Entrepreneurship,2012, 17(1),52-68.
[49]Bourgeois, L. J. Performance and consensus. Strategic Management Journal, 1980,1(3),227-248.
[50]Bourgeois, L. J.,& Eisenhardt, K. M. Strategic decision processes in high velocity environments:four cases in the microcomputer industry. Management Science,1988,34(7),816-835.
[51]Brockhaus, R. H. Risk taking propensity of entrepreneurs. Academy of management Journal,1980,23(3),509-520.
[52]Bruni, A., Gherardi, S.,& Poggio, B. Entrepreneur-mentality, gender and the study of women entrepreneurs.Journal of Organizational Change Management, 2004,17(3),256-268.
[53]Brush,C. G. Research on women business owners:Past trends, a new perspective and future directions. Entrepreneurship Theory and Practice.1992, 16(1).5-30.
[54]Brush,C.& Hisrich, R. Women-owned businesses:An exploratory study comparing factors affecting performance (Working Paper Series 00-02). Washington, DC:RISE business,2000.
[55]Brush, C. G., Carter. N., Gatewood. E., Greene,P.,& Hart, M. Clearing the hurdles:Women building high growth businesses. Upper Saddle River, NJ: Financial Times Prentice-Hall,2004.
[56]Brush, C.G., Carter, N.M., Gatewood. E.J., Greene, P.G.& Hart. M. (Eds.). Growth-oriented women entrepreneurs and their businesses:A global perspective. Cheltenham. U.K.:Edward Elgar,2006.
[57]Bryman, A.,Stephens, M.,& A Campo, C. The importance of context: Qualitative research and the study of leadership. The Leadership Quarterly, 1996,7(3),353-370.
[58]Bryman,A.,& Cramer, D. Quantitative data analysis with SPSS for Windows. London:Routledge,1997.
[59]Bryman, A. Qualitative research on leadership:A critical but appreciative review. The Leadership Quarterly,2004,15(6),729-769.
[60]Burke, S.,& Collins, K. M. Gender differences in leadership styles and management skills. Women in Management Review,2001,16(5),244-257.
[61]Burke, P. J. The self:Measurement requirements from an interactionist perspective. Social Psychology Quarterly,1980,1(1),18-29.
[62]Burns, T.,& Stalker, G. M. The management of innovation. University of Illinois at Urbana-Champaign's Academy for Entrepreneurial Leadership Historical Research Reference in Entrepreneurship,1961.
[63]Burt, R. S. The social structure of competition. Networks and Organizations: Structure, Form, and Action,1992,1(1)57-91.
[64]Butterfield, D. A.,& Powell, G. N. Effect of group performance, leader sex, and rater sex on ratings of leader behavior. Organizational Behavior and Human Performance,1981,28(1),129-141.
[65]Buttner, E. H. Examining female entrepreneurs' management style:an application of a relational frame. Journal of Business Ethics,2001,29(3), 253-269.
[66]Byrnes, J. P., Miller, D. C.,& Schafer, W. D. Gender differences in risk taking: A meta-analysis. Psychological Bulletin,1999.125(3),367.
[67]Calas, M. B., Smircich, L.,& Bourne, K. A.Extending the boundaries: Reframing "entrepreneurship as a social change" through feminist perspectives. Academy of Management Review,2009,34(3),552-569.
[68]Cardon, M.S.. Wincent, J., Singh, J.,& Drnovsek. M. The nature and experience of entrepreneurial passion. Academy of Management Review,2009. 34(3),511-532.
[69]Carmeli, A.,Gelbard, R., Gefen, D. The importance of innovation leadership in cultivating strategic fit and enhancing firm performance.The Leadership Quarterly,2010,21(3),339-349.
[70]Carsrud, A, L.. Gaglio. C. M.,& Olm, K. W. Entrepreneurs, mentors, networks and successful new venture development:An exploratory study. In R. Ronstadt. J. A. Homaday. R. Peterson.& K, H. Vesper (Eds.). Frontiers of entrepreneurship research, pp.229-235. Wellesley. MA:Babson College,1986.
[71]Carter, N.,& R. Allen, K. Size determinants of women-owned businesses: choice or barriers to resources? Entrepreneurship & Regional Development, 1997,9(3),211-220.
[72]Carter, N.,& Williams, M. Comparing social feminism and liberal feminism. In J. E. Butler (Ed.), New perspectives on women entrepreneurs:25-50: Greenwich, CT:Information Age,2003.
[73]Carter, S.,& Rosa, P. Indigenous rural firms:farm enterprises in the UK. International Small Business Journal,1998,16(4),15-27.
[74]Carter, D. A., Simkins, B. J.,& Simpson, W. G. Corporate governance, board diversity, and firm value. Financial Review,2003,38(1),33-53.
[75]Cejka, M. A.,& Eagly, A. H. Gender-stereotypic images of occupations correspond to the sex segregation of employment. Personality and Social Psychology Bulletin,1999,25(4),413-423.
[76]Center for Women's Business Research. The Economic Impact of Women-Owned Businesses In the United States. www.womensbusinessresearch.org,2009
[77]Center for Leadership Studies. Multifactor Leadership Questionnaire:Norms. Retrieved June 22,2000 from http://cls.binghamton.edu/mlq.htm. Website now located at http://www.gallupleadershipinstitute.org,2000.
[78]Chaganti, R. Management in women-owned enterprises. Journal of Small Business Management,1986,24(4),18-29.
[79]Chaganti, R.& Parasuraman,S. A study of the impacts of gender on business performance and management patterns in small businesses. Entrepreneurship Theory and Practice.1996.21(1).73-75.
[80]Chapman, J. B. Comparison of male and female leadership styles. Academy of Management Journal,1975,18(3),645-650.
[81]Charmaz. K. Constructing grounded theory:A practical guide through qualitative analysis. Pine Forge Press,2006.
[82]Charmaz, K.,& McMullen, L. M. Five ways of doing qualitative analysis: Phenomenological psychology, grounded theory, discourse analysis, narrative research, and intuitive inquiry. Guilford Press,2011.
[83]Chen, C. C., Greene, P. G.,& Crick, A. Does entrepreneurial self-efficacy distinguish entrepreneurs from managers?. Journal of Business Venturing, 1998,13(4),295-316.
[84]Chen Ming-Huei. Entrepreneurial leadership and new ventures:Creativity in entrepreneurial teams. Creativity and Innovation Management,2007,16(3), 239-249.
[85]Chesbrough, H.,& Rosenbloom, R. S. The role of the business model in capturing value from innovation:evidence from Xerox Corporation's technology spin-off companies. Industrial and Corporate Change,2002,11(3), 529-555.
[86]Child, J. Organization structure, environment and performance:The role of strategic choice. Sociology,1972,6(1),1-22.
[87]Child, J. Strategic choice in the analysis of action, structure, organizations and environment:Retrospect and prospect. Organization Studies,1997,18(1), 43-76.
[88]Chrisman, J. J., Bauerschmidt, A.,& Hofer, C. W. The determinants of new venture performance:An extended model. Entrepreneurship Theory and Practice,1998,23(1),5-30.
[89]Cogliser, C. C.,& Brigham, K. H. The intersection of leadership and entrepreneurship:Mutual lessons to be learned. The Leadership Quarterly, 2004,15(6),771-799.
[90]Cohen, J.& Cohen,P. Applied multiple regression/correlation analysis for the behavior sciences.2nd Edition. Hisdale, NJ:Erbaum,1983,109-111.
[91]Coleman, S. Access to capital and terms of credit:A comparison of men- and women-owned small businesses. Journal of Small Business Management,2000, 38(3),37-52.
[92]Conway, E.. Monks, K.HR practices and commitment to change:an employee-level analysis. Human Resource Management Journal.2008,18(2), 72-89.
[93]Conger, J. A.,& Kanungo, R. N. Toward a behavioral theory of charismatic leadership in organizational settings. Academy of management review,1987. 12(4).637-647.
[94]Conger, J. A. Qualitative research as the cornerstone methodology for understanding leadership. The Leadership Quarterly,1998,9(1).107-121.
[95]Corbin, J. M.,& Strauss, A. Grounded theory research:Procedures, canons, and evaluative criteria. Qualitative sociology,1990,13(1),3-21.
[96]Covin, J.G.. Slevin, D.P. The influence of organization structure on the utility of an entrepreneurial top management style. Journal of Management Study, 1988,25 (3),217-259.
[97]Covin, J.G.& Slevin, D.P. Strategic management of small firms in hostile and benign environments.Strategic Management Journal,1989,10(1),75-87.
[98]Covin, J. G.,& Slevin, D. P. A conceptual model of entrepreneurship as firm behavior. Entrepreneurship:Theory and Practice,1991,16(1),7-24.
[99]Covin, J. G.,& Slevin, D. P. The entrepreneurial imperatives of strategic leadership. In M. A. Hitt, R. D.Ireland, S. M. Camp,& D. L. Sexton (Eds.), Strategic entrepreneurship:Creating a new mindset:309-327.Oxford: Blackwell Publishers,2002.
[100]Crant, J. M. Proactive behavior in organizations. Journal of management,2010, 26(3),435-462.
[101]Cromie, S.,& Birley, S. Networking by female business owners in Northern Ireland. Journal of business Venturing,1992,7(3),237-251.
[102]Cross, S. E.,& Markus, H. R. Self-schemas, possible selves, and competent performance. Journal of Educational Psychology,1994,86(3),423-438.
[103]Crossan, M.,& Hulland, J. Leveraging knowledge through leadership of organizational learning. The strategic management of intellectual capital and organizational knowledge,2002,711-23.
[104]Crossan, M., Vera, D., Nanjad, L.Transcendent leadership:Strategic leadership in dynamic environments. The Leadership Quarterly,2008,19(5),569-581.
[105]Crossland, C., Hambrick, D.C. How national systems differ in their constraints on corporate executives:a study of CEO effects in three countries.Strategic Management Journal.2007.28(8),767-789.
[106]Cuba, R.,Decenzo. D.,& Anish, A. Management practices of successful female business owners.American Journal of Small Business,1983,8(2),40-46.
[107]Dalton, D. R., Daily, C. M.. Ellstrand, A. E.,& Johnson, J. L. Board composition, leadership structure, and financial performance:Meta-analytic reviews and research agenda. Strategic Management Journal.1998,19(6), 269-290.
[108]Daniels K, Wimalasiri V, Cheyne A, Story V. Linking the demands-control-support model to innovation:The moderating role of personal initiative on the generation and implementation of ideas. Journal of Occupational & Organizational Psychology,2011,84(3),581-598.
[109]Dansereau, F., Alutto, J. A., Yammarino. F. J.,& Dumas, M. Theory testing in organizational behavior:The varient approach. Englewood Cliffs, NJ: Prentice-Hall,1984.
[110]Dansereau, F., Yammarino, F. J..& Kohles, J. C. Multiple levels of analysis from a longitudinal perspective:Some implications for theory building. Academy of Management Review,1999,24(2),346-357.
[111]Datta, P.B.& Gailey, R. Empowering women through social entrepreneurship: Case study of a women's cooperative in India. Entrepreneurship Theory and Practice,2012,36(3),569-587.
[112]Davidsson, P.,& Honig, B. The role of social and human capital among nascent entrepreneurs. Journal of business venturing,2003,18(3),301-331.
[113]Davis, J. P., Eisenhardt, K.M., Bingham, C. B. Optimal Structure, Market Dynamism, and the Strategy of Simple Rules. Administrative Science Quarterly,2009,54(3),413-452.
[114]Dawis, R. V, England, G. W.,& I-ofquist, L. H. A theory of work adjustment. Minnesota Studies in Vocational Rehabilitation,1964,23,1-14. Minneapolis: University of Minnesota Industrial Relations Center.
[115]De Bruin, A., Brush, C.G.,& Welter, F.Advancing a framework for coherent research on women's entrepreneurship. Entrepreneurship Theory and Practice, 2007,31(3),323-339.
[116]Dees, G. The meaning of social entrepreneurship. http://www.fuqua.duke.edu /centers/case/documents/dees_SE.pdf,1998.
[117]Delaney, J. T.,& Huselid, M. A. The impact of human resource management practices on perceptions of organizational performance. Academy of Management journal,1996,39(4),949-969.
[118]Deluga, R. J. The relationship of leader-member exchange with laissez-faire, transactional. and transformational leadership in naval environments. Impact of Leadership,1992,237-247.
[119]Den Hartog, D. N.,& Belschak, F. D. When does transformational leadership enhance employee proactive behavior? The role of autonomy and role breadth self-efficacy. Journal of Applied Psychology,2012,97(1),194.
[120]Den H, Deanne N., Belschak, F.D. Personal initiative, commitment and affect at work. Journal of Occupational & Organizational Psychology,2007,80(4), 601-622.
[121]Den Hartog, D. N., Belschak, F.D. When does transformational leadership enhance employee proactive behavior? The role of autonomy and role breadth self-efficacy. Journal of Applied Psychology,2012,97(1),194-202.
[122]Delaney, J. T.,& Huselid, M. A. The impact of human resource management practices on perceptions of organizational performance. Academy of Management journal,1996,39(4),949-969.
[123]DeMartino, R.,& Barbato, R. Differences between women and men MBA entrepreneurs:exploring family flexibility and wealth creation as career motivators. Journal of Business Venturing,2003,18(6),815-832.
[124]DeNoble, A., Jung, D.,& Ehrlich, S. Entrepreneurial self-efficacy:The development of a measure and its relationship to entrepreneur ship. In P.D. Reynolds, W.D. Bygrave, S. Manigart, C.M. Mason, G.D. Meyer, H.J. Sapienza & K.G. Shaver (Eds.), Frontiers of entrepreneurship research (pp. 73-87). Wellesley, MA:Babson College,1999.
[125]DeTienne, D. R.,& Chandler, G. N. The role of gender in opportunity identification. Entrepreneurship Theory and Practice,2007,31(3),365-386.
[126]Devarajan, T P, and Ramachandran, K. Entrepreneurial leadership and thriving innovation activity. Proceedings of 7th International Conferenceon Global Business & Economic Development, Bangkok,2002,8-11,.
[127]Diamantopoulos, A.,& Siguaw, J. A. Formative versus reflective indicators in organizational measure development:a comparison and empirical illustration. British Journal of Management,2006,17(4),263-282.
[128]Di Domenico, M., Haugh, H.,& Tracey, P. Social bricolage:theorizing social value creation in social enterprises. Entrepreneurship theory and practice,2010, 34(4),681-703.
[129]Diefendorff. J. M..& Lord. R. G. The volitional and strategic effects of planning on task performance and goal commitment. Human Performance. 2004,16(3),365-387.
[130]Dimov, D. From opportunity insight to opportunity intention:The importance of person-situation learning match. Entrepreneurship Theory and Practice. 2007.31(4),561-583.
[131]Dobbins, G. H.,& Platz. S. J. Sex differences in leadership:how real are they?. Academy of Management Review,1986,11(1),118-127.
[132]Dorner, D.,& Schaub. H. Errors in planning and decision-making and the nature of human information processing. Applied Psychology:An International Review,1994,43(4),433-454.
[133]Douglas. C. The moderating role of leader and follower sex in dyads on the leadership behavior-leader effectiveness relationships. The Leadership Quarterly,2012,23(1),163-175.
[334]Downey, H. K.,& Slocum, J. W. Uncertainty:Measures, research, and sources of variation. Academy of Management Journal,1975,18(3),562-578.
[135]Drucker, P. F. The discipline of innovation. Harvard Business Review,1985, 63(3),67.
[136]Drucker, P. F. Innovation and entrepreneurship. HarperCollins,1999.
[137]Du Rietz, A.,& Henrekson, M. Testing the female underperformance hypothesis. Small Business Economics,2000,14(1),1-10.
[138]Dubinsky, A. J., Yammarino, F. J., Jolson, M. A.,& Spangler, W. D. Transformational leadership:An initial investigation in sales management. The Journal of Personal Selling and Sales Management,1995,1(1),17-31.
[139]Eagly, A. H.,& Johnson, B. T. Gender and leadership style:A meta-analysis. Psychological Bulletin,1990,108(2),233-256.
[140]Eagly, A. H., Karau, S. J.,& Makhijani, M. G. Gender and the effectiveness of leaders:a meta-analysis. Psychological Bulletin,1995,117(1),125-145.
[141]Eagly, A. H.,& Johannesen-Schmidt, M. C. The leadership styles of women and men. Journal of Social Issues,2001,57(4),781-797.
[142]Eagly, A. H.,& Karau, S. J. Role congruity theory of prejudice toward female leaders. Psychological Review,2002,109(3),573-598.
[143]Eagly, A. H., Johannesen-Schmidt, M. C.,& Van Engen, M. L. Transformational, transactional, and laissez-faire leadership styles:a meta-analysis comparing women and men. Psychological Bulletin,2003, 129(4).569.
[144]Eckhardt, J. T.,& Shane. S. A. Opportunities and entrepreneurship. Journal of Management,2003,29(3),333-349.
[145]Eddleston, K. A.,& Powell, G. N. Nurturing Entrepreneurs' Work-Family Balance:A Gendered Perspective. Entrepreneurship Theory and Practice,2012, 36(3),513-541.
[146]Edmondson, A. C.,& McManus. S. E. Methodological fit in management field research. Academy of Management Review,2007,32(4).1246-1264.
[147]Egri, C. P.,& Herman, S. Leadership in the North American environmental sector:Values, leadership styles, and contexts of environmental leaders and their organizations. Academy of Management journal,2000,43(4),571-604.
[148]Eisenhardt, K. M.,& Bourgeois, L. J. Politics of strategic decision making in high-velocity environments:Toward a midrange theory. Academy of Management Journal,1988,31(4),737-770.
[149]Eisenhardt, K. M. Building theories from case study research. Academy of Management Review,1989,14(4),532-550.
[150]Eisenhardt, K. M.,& Tabrizi, B. N. Accelerating adaptive processes:Product innovation in the global computer industry. Administrative Science Quarterly, 1995,1(1).84-110.
[151]Eisenhardt, K. M.,& Graebner, M. E. Theory building from cases: opportunities and challenges. Academy of Management Journal,2007,50(1), 25-32.
[152]Elam, A.B. Gender and entrepreneurship:A multilevel theory and analysis. Cheltenham/Northampton, U.K.:Edward Elgar,2008.
[153]Ensley, M. D., Hmieleski, K. M.,& Pearce, C. L. The importance of vertical and shared leadership within new venture top management teams:Implications for the performance of startups. The Leadership Quarterly,2006,17(3), 217-231.
[154]Erdogan, B.,& Liden, R. C. Social exchanges in the workplace. Leadership. Greenwich:CT'Information Age Publishing,2002,65-114.
[155]Erdogan, B.,& Bauer, T. N. Enhancing career benefits of employee proactive personality:The role of fit with jobs and organizations. Personnel Psychology, 2005,58(4),859-891.
[156]Erhardt, N. L., Werbel, J. D.,& Shrader, C. B. Board of director diversity and firm financial performance. Corporate Governance:An International Review, 2003.11(2).102-111.
[157]Eskilson, A.,& Wiley. M. G. Sex composition and leadership in small groups. Sociometry,1976.183-194.
[158]Farmer,S. M.,Yao. X.,& Kung-Mcintyre. K. The behavioral impact of entrepreneur identity aspiration and prior entrepreneurial experience. Entrepreneurship Theory and Practice,2011,35(2),245-273.
[159]Fasci,M. A.,& Valdez, J. A performance contrast of male-and female-owned small accounting practices. Journal of Small Business Management,1998, 36(3),1-7.
[160]Feeser,H. R.,& Willard, G. E. Founding strategy and performance:A comparison of high and low growth high tech firms. Strategic Management Journal.1990,11(2),87-98.
[161]Fiedler, F. E. The contingency model:New directions for leadership utilization. Journal of Contemporary Business,1974,3(4),65-79.
[162]Fisk, G. M.,& Friesen, J. P. Perceptions of leader emotion regulation and LMX as predictors of followers'job satisfaction and organizational citizenship behaviors. The Leadership Quarterly,2012,23(1),1-12.
[163]Fletcher, J. K. The paradox of postheroic leadership:An essay on gender, power, and transformational change.The Leadership Quarterly,2002,15(5), 647-661.
[164]Fornell, C.,& Larcker, D. F. Structural equation models with unobservable variables and measurement error:Algebra and statistics. Journal of marketing research,1981,18(3),382-388.
[165]Frazier, B. The Influence of Network Characteristics on Information Access, Marketing Competence, and Perceptions of Performance in Small, Rural Businesses, Unpublished doctoral dissertation. Michigan State University, East Lansing, Michigan,2000.
[166]Fredrickson, J. W.,& Mitchell, T. R. Strategic decision processes: Comprehensiveness and performance in an industry with an unstable environment. Academy of Management Journal,1984,27(2),399-423.
[167]Fernandez, M. Asian Indian Americans in the Bay Area and the glass ceiling. Sociological Perspectives,1998,41(1),119-149.
[168]Frese, M., Kring, W., Soose, A., Zempel, J. Personal initiative at work: differences between east and West Germany. Academy of Management Journal, 1996,39(1),37-63.
[169]Frese, M., Fay, D., Hilburger. T.. Leng, K.. Tag. A. The concept of personal initiative:Operationalization. reliability and validity in two German samples. Journal of Occupational & Organizational Psychology,1997,70(2),139-161.
[170]Frese. M. and Fay. D. Personal initiative:an active performance concept for work in the 21st century. Research in Organizational Behavior,2001.23. 133-187.
[171]Frese, M. Toward a psychology of entrepreneurship--an action theory perspective. Foundations and Trends in Entrepreneurship,2009.5(6),437-496.
[172]Gartner, W. A conceptual framework for describing the phenomenon of new venture creation. Academy of Management Review,1985,10(4),696-708.
[173]Gerstner. C. R.,& Day, D. V. Meta-Analytic review of leader-member exchange theory:Correlates and construct issues. Journal of Applied Psychology,1997,82(6),827-844.
[174]Glaser, B. G. Theoretical sensitivity. Mill Valley, CA:The Sociology Press, 1978.
[175]Glaser, B. G. Basics of grounded theory analysis. Mill Valley, CA:Sociology Press,1992.
[176]Glaser, B. G. Doing grounded theory:Issues and discussions. Mill Valley, CA: Sociology Press,1998.
[177]Glaser, B. G. The discovery of grounded theory. Mill Valley, CA:Sociology Press,2000.
[178]Glaser, B. G.,& Strauss, A. L. The discovery of grounded theory:Strategies for qualitative research. New York:Aldine De Gruyter,1967.
[179]Godwin, L. N., Stevens, C. E.,& Brenner, N. L. Forced to play by the rules? Theorizing how mixed-sex founding teams benefit women entrepreneurs in male-dominated contexts. Entrepreneurship Theory and Practice,2006,30(5), 623-642.
[180]Golden, D.T., Veiga, F.J. The impact of superior-subordinate relationships on the commitment, job satisfaction, and performance of virtual workers. The Leadership Quarterly,2008,19(1),77-88.
[181]Gong, Y. P.,Huang, J. C., Farh, J. L. Employee Learning Orientation, Transformational Leadership, And Employee Creativity:The Mediating Role Of Employee Creative Self-Efficacy.Academy of Management Journal,2009, 52(4),765-778.
[182]Gorsuch. R. Factor Analysis. Lawrence Erlbaum Associates. London,1983.
[183]Govindarajan. V. A contingency approach to strategy implementation at the business-unit level:integrating administrative mechanisms with strategy. Academy of Management Journal.1988.31(4).828-853.
[184]Graen, G. B. Role-making processes within complex organizations. Handbook of industrial and organizational psychology. Chicago:Rand McNally.1976. 1245.
[185]Graen, G. B.,& Uhl-Bien. M. Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years:Applying a multi-level multi-domain perspective. The leadership Quarterly,1995.6(2),219-247.
[186]Grant, A. M.,& Ashford, S. J. The dynamics of proactivity at work. Research in organizational behavior.2008,28(1),3-34.
[187]Granovetter, M. Economic action and social structure:the problem of embeddedness. American Journal of Sociology.1985,2(3).481-510.
[188]Green, S. G.,Anderson. S. E.,& Shivers, S. L. Demographic and organizational influences on leader-member exchange and related work attitudes. Organizational Behavior and Human Decision Processes,1996,66(2), 203-214.
[189]Greene, P.G., Brush, C.G., Hart, M.M.,& Saparito, P. Patterns of venture capital funding:Is gender a factor? Venture Capital,2001,3(1).63-83.
[190]Greenhaus, J. H.,& Powell. G. N. When work and family are allies:A theory of work-family enrichment. Academy of Management Review,2006,31(1), 72-92.
[191]Gupta, V, MacMillan, I. C.,& Surie, G. Entrepreneurial leadership: Developing and measuring a cross-cultural construct. Journal of Business Venturing,2004,19(2),241-260.
[192]Gupta, V. K., Turban, D. B., Wasti, S. A.,& Sikdar, A. The role of gender stereotypes in perceptions of entrepreneurs and intentions to become an entrepreneur. Entrepreneurship Theory and Practice,2009,33(2),397-417.
[193]Hackman. J. R..& Oklhani, G. R. Development of the job diagnostic survey. Joumal of Applied Psychology,1975,60(1),159-170.
[194]Haines, G. H., Orser, B. J.,& Riding, A. L. Myths and realities:An empirical study of banks and the gender of small business clients. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de 'Administration, 1999,16(4),291-307.
[195]Harris. K. J., Wheeler, A. R.,& Kacmar. K. M. Leader-member exchange and empowerment:Direct and interactive effects on job satisfaction, turnover intentions, and performance. The Leadership Quarterly,2009.20(3),371-382.
[196]Hartline. M. D.,& Ferrell, O. C. The management of customer-contact service employees:an empirical investigation. The Journal of Marketing,1996. 1(1),52-70.
[197]Heilman,M.E.,Block, C.J., Martell. R.F.,& Simon. M.C. Has anything changed? Current characterizations of men. women, and managers. Journal of Applied Psychology,1989,74(6),935-942.
[198]Heilman, M. E. Description and prescription:How gender stereotypes prevent women's ascent up the organizational ladder. Journal of social issues,2001, 57(4),657-674.
[199]Heilman, M.E.,Wallen, A.S., Fuchs, D.,& Tamkins, M.M. Penalties for success:Reactions to women who succeed at male gender-typed tasks.Journal of Applied Psychology,2004,89(3),416-427.
[200]Helgesen, S. The female advantage:Women's way of leadership.New York: Doubleday,1990.
[201]Herold, D.M., Fedor, D.B. Caldwell,,S. Liu, Y.The effects of transformational and change leadership on employees' commitment to a change:a multilevel study.Journal of Applied Psychology,2008,93(2)346-357.
[202]Herscovitch, L., Meyer, J.P. Commitment to organizational change:extension of a three-component model. Journal of Applied Psychology,2002,87(2), 474-487.
[203]Hill, N.S., Myeong-Gu,S., Kang, K.J.,Taylor, M.S.Building employee commitment to change across organizational levels:The influence of hierarchical distance and direct managers'transformational leadership. Organization Science,2012,23(3),758-777.
[204]Hisrich, R. D. and O'Brien, M. The Women Entrepreneur from a Business and Sociological Perspective, Proceedings,Conference on Entrepreneurship,1981, 1(1),21-39.
[205]Hisrich, R.D., Brush, C.G. The woman entrepreneur:implications of family, educational and occupational experience. Frontiers in Entrepreneurship Research,225-270. Wellesley, MA:Babson College,1983.
[206]Hisrish, R.D.& Brush, C. The woman entrepreneur:Management skills and business problems. Journal of Small Business Management,1984,22(1), 30-37.
[207]Hisrich, R. D.,& Brush. C. G. Women entrepreneurs:A longitudinal study. Frontiers of Entrepreneurship Research.1987.187.
[208]Hitt, M. A., Keats. B. W.,& DeMarie, S. M. Navigating in the new competitive landscape:Building strategic flexibility and competitive advantage in the 21st century. The Academy of Management Executive,1998,12(4).22-42.
[209]Hitt, M. A.,& Ireland. R. D. The intersection of entrepreneurship and strategic management research. Handbook of entrepreneurship,2000,45.
[210]Hitt, M. A.,& Ireland. R. D. Strategic entrepreneurship.In M. A. Hitt & R. D. Ireland, (Eds.), TheBlackwell encyclopedia of management:Entrepreneurship (pp.228-231). Oxford, UK:Blackwell Publishers,2005.
[211]Hmieleski, K. M.,& Ensley, M. D. A contextual examination of new venture performance:entrepreneur leadership behavior, top management team heterogeneity, and environmental dynamism. Journal of Organizational Behavior,2007,28(7),865-889.
[212]Hoang, H.,& Antoncic, B. Network-based research in entrepreneurship:A critical review. Journal of Business Venturing,2003,18(2),165-187.
[213]Hogg, M. A., Terry, D. J.,& White, K. M. A tale of two theories:A critical comparison of identity theory with social identity theory. Social Psychology Quarterly,1995,2(2),255-269.
[214]Hoobler, J. M., Hu, J.,& Wilson, M. Do workers who experience conflict between the work and family domains hit a "glass ceiling?":A meta-analytic examination. Journal of Vocational Behavior,2010,77(3),481-494.
[215]Howell, J.M.& Avolio, B. J. Transformational Leadership, Transactional Leadership, Locus of Control and Support for Innovation:Key Predictors of Consolidated- Business- Unit Performance. Journal of Applied Psychology, 1993,78(4),891-902.
[216]Howell. J. M.,& Hall-Merenda, K. E. The ties that bind:The impact of leader-member exchange, transformational and transactional leadership, and distance on predicting follower performance. Journal of Applied Psychology, 1999,84(5),680-694.
[217]Hughes, K.D., Jennings. J. E., Brush, C, Carter, S., Welter, F. Extending Women's Entrepreneurship Research in New Directions. Entrepreneurship: Theory & Practice,2012,36 (3).429-442.
[218]Hunt,J. G. J. What is leadership?. Sage Publications, Inc,2004.
[219]Hymowitz, C.,& Schellhardt. T. D. The glass ceiling. The Wall Street journal: A special report, the corporate woman (March 24). D1 (pp.4-5),1986.
[220]Ireland, R. D.,& Hitt. M. A. Achieving and maintaining strategic competitiveness in the 21st century:The role of strategic leadership. Academy of Management Executive,1999,13(1),43-57.
[221]Ireland, R. D., Hitt, M. A.,& Sirmon, D. G. A model of strategic entrepreneurship:The construct and its dimensions. Journal of Management. 2003,29(6),963-989.
[222]Ireland, R. D., Hitt. M. A.,& Webb, J. W. Entrepreneurial alliances and networks. Handbook of Strategic Alliances. Thousand Oaks. CA:Sage Publications,2005,333-352.
[223]Janssen,O., Van Yperen, N. W. Employees'goal orientations. The quality of leader -member exchange, and the outcomes of job performance and job satisfaction. Academy of Management Journal,2004,47(3),368-384.
[224]Janssen, O. Job demands, perceptions of effortreward fairness, and innovative work behavior. Journal of Occupational and Organizational Psychology,2000, 73(2),287-302.
[225]Janssen, O. Fairness perceptions as a moderator in the curvilinear relationships between job demands, and job performance and job satisfaction. Academy of Management Journal,2001,44(5),1039-1050.
[226]Jaussi, K. S.,& Dionne, S. D. Leading for creativity:The role of unconventional leader behavior. The Leadership Quarterly,2003,14(4), 475-498.
[227]Jennings, J. E.,& McDougald, M. S. Work-family interface experiences and coping strategies:implications for entrepreneurship research and practice. Academy of Management Review,2007,32(3),747-760.
[228]Kaiser, H. F. An index of factorial simplicity. Psychometrika,1974,39(1). 31-36.
[229]Kalleberg, A. L.,& Leicht, K. T. Gender and organizational performance: Determinants of small business survival and success. Academy of Management Journal,1991,34(1),136-161.
[230]Kaplan, R. S.,& Norton. D. P. Using the balanced scorecard as a strategic management system. Harvard Business Review,1996,74(1).75-85.
[231]Kark, R., Waismel-Manor, R.,& Shamir, B. Does valuing androgyny and femininity lead to a female advantage? The relationship between gender-role. transformational leadership and identification. The Leadership Quarterly,2012, 23(3),620-640.
[232]Katz, J.A.& Williams, P.M. Gender, self-employment and weak-tie networking through formal organizations. Entrepreneurship and Regional Development,1997,9(3),183-197.
[233]Kelley, D. J., Brush, C. G., Greene, P. G.,& Litovsky, Y. Global Entrepreneurship Monitor (GEM) 2010 Women's Report,2011.
[234]Kotter, J. P. Leading change:Why transformation efforts fail. Harvard Business Review,1995,73(2),59-67.
[235]Kozlowski, S. W.,& Klein, K. J. A multilevel approach to theory and research in organizations:Contextual, temporal, and emergent processes,2000,40.
[236]Krishnan, H. A.,& Park, D. A few good women—on top management teams. Journal of Business Research,2005,58(12),1712-1720.
[237]Kristof-Brown, A. L., Zimmerman, R. D.,& Johnson, E. C. Consequences of individuals'fit at work:a meta-analysis of person-job, person-organization, person-group, and person-supervisor fit. Personnel Psychology,2005? 58(2), 281-342.
[238]Kuratko, D. F. Entrepreneurial leadership in the 21st century. Journal of Leadership and Organizational Studies,2007,13(4),1-11.
[239]Krueger Jr, N. F., Reilly, M. D.,& Carsrud, A. L. Competing models of entrepreneurial intentions. Journal of Business Venturing,2000,15(5), 411-432.
[240]Lawrence, P. R., Lorsch, J. W,& Garrison, J. S. Organization and environment: Managing differentiation and integration. Boston, MA:Division of Research, Graduate School of Business Administration, Harvard University,1967.
[241]Leavitt, H. J. Some effects of certain communication patterns on group performance. The Journal of Abnormal and Social Psychology,1951,46(1), 38.
[242]Lee, D. M.,& Alvares, K. M. Effects of sex on descriptions and evaluations of supervisory behavior in a simulated industrial setting. Journal of Applied Psychology,1977,62(4),405-410
[243]Lester, S. W., Turnley, W. H., Bloodgood, J. M.,& Bolino, M. C. Not seeing eye to eye:differences in supervisor and subordinate perceptions of and attributions for psychological contract breach. Journal of Organizational Behavior,2002,23(1),39-56.
[244]Lewis, P. The quest for invisibility:Female entrepreneurs and the masculine norm of entrepreneurship. Gender, Work and Organization,2006.13(4), 453-469.
[245]Liden, R. C., Sparrowe, R. T.,& Wayne, S. J. Leader-member exchange theory: The past and potential for the future. Research in Personnel and HumanResources Management,1997,15(1),47-119.
[246]Liden, R. C., Wayne, S. J., Zhao, H.,& Henderson, D. Servant leadership: Development of a multidimensional measure and multi-level assessment. The Leadership Quarterly,2008,19(2),161-177.
[247]Lieberson, S.O., Connor, J. F. Leadership and organizational performance:a study of large corporations. American Sociological Review,1972,37(2). 117-130.
[248]Lin, N. Building a network theory of social capital. Connections,1999,22(1), 28-51.
[249]Lo, M. C., Ramayah, T., Min, H. W.,& Songan, P. The relationship between leadership styles and organizational commitment in Malaysia:role of leader-member exchange. Asia Pacific Business Review,2010,16(1-2),79-103.
[250]Locke, E. A. The nature and causes of job satisfaction. In M. D. Dunnette (Ed.), Handbook of industrialand organizational psychology:1297-1343. Chicago: Rand McNally,1976.
[251]Lovelace, K., Shapiro, D. L.,& Weingart, L. R. Maximizing cross-functional new product teams' innovativeness and constraint adherence:A conflict communications perspective. Academy of Management Journal,2001,44(4), 779-793.
[252]Low. M. B..& MacMillan. I. C. Entrepreneurship:Past research and future challenges. Journal of Management,1988,14(1),139-161.
[253]Lumpkin, G. T.,& Dess, G. G. Clarifying the entrepreneurial orientation construct and linking it to performance. Academy of Management Review, 1996,21(1),135-172.
[254]Manolova, T.S., Carter, N.M., Manev, I.M.,& Gyoshev, B.S. The differential effect of men and women entrepreneurs'human capital and networking on growth expectancies in Bulgaria. Entrepreneurship Theory and Practice,2007, 31(3),407-426.
[255]March, J. G.,& Olsen, J. P. The new institutionalism:organizational factors in political life. The American Political Science Review,1984,6(6),734-749.
[256]Markus. H.,& Nurius. P. Possible selves. American psychologist,1986.41(9). 954.
[257]Mair, J.,& Marti, I. Social entrepreneurship research:A source of explanation, prediction, and delight. Journal of World Business,2006.41(1),36-44.
[258]Mathieu, J.E.& Taylor. S.R.A Framework for Testing Meso-Mediational Relationshipsin Organizational Behavior.Journal of Organizational Behavior, 2007,28(1),141-172.
[259]Matthew, C. T. Leader Creativity as a Predictor of Leading Change in Organizations. Journal of Applied Social Psychology.2009,39(1).1-41.
[260]McCall, G. J.,& Simmons. J. L. Identities and interactions:An examination of human associations in everyday life (Rev. ed.),1978.
[261]McCarthy, Daniel J.; Puffer, Sheila M.; Darda, Sergei V. Convergence in Entrepreneurial leadership style:evidence from Russia. California Management Review,2000,52(4),48-72.
[262]Menzies, T. V., Diochon, M.,& Gasse, Y. Examining venture-related myths concerning women entrepreneurs. Journal of Developmental Entrepreneurship, 2004,9(1),89-108.
[263]Meyer, J.P., Srinivas, E.S., Topolnytsky, L.J. Employee Commitment and Support for an Organizational Change:Test of the Three-Component Model in Two Cultures. Journal of Occupational Organization Psychychology,2007, 80(2),185-211.
[264]Miles, M. B.,& Huberman, A. M. Qualitative data analysis:An expanded source book. Sage,1994.
[265]Miller, D.,& Friesen, P. H. Strategy-making and environment:The third link. Strategic Management Journal,1983,4(3),221-235.
[266]Miller, D. The correlates of entrepreneurship in three types of firms. Management Science,1983,29(7),770-791.
[267]Milliken. F. J. Perceiving and interpreting environmental change:An examination of college administrators' interpretation of changing demographics. Academy of Management Journal,1990,33(1),42-63.
[268]Mintzberg, H. Strategy-making in three modes (pp.41-53). Regents of the University of California,1973.
[269]Mintzberg, H. Crafting strategy. Harvard Business School Press,1987.
[270]Mirchandani, K. Feminist insight on gendered work:new directions in research on women and entrepreneurship. Gender, Work & Organization,1999.6(4), 224-235.
[271]Miron, E., Erez, M.,& Naveh, E. Do personal characteristics and cultural values that promote innovation, quality, and efficiency compete or complement each other?. Journal of Organizational Behavior,2004,25(2),175-199.
[272]Moore, J. F. The death of competition:leadership and strategy in the age of business ecosystems. New York:Harper Business,1996.
[273]Morris, M. H., Miyasaki, N. N.. Watters, C. E.,& Coombes, S. M. The dilemma of growth:Understanding venture size choices of women entrepreneurs. Journal of Small Business Management,2006,44(2),221-244.
[274]Murphy. G. B.. Trailer. J. W.,& Hill. R. C. Measuring performance in entrepreneurship research. Journal of business research,1996,36(1).15-23.
[275]Neider, L. A preliminary investigation of female entrepreneurs in Florida. Journal of Small Business Management,1987,25(3),22-29.
[276]Nelson, G.W. Information needs of female entrepreneurs. Journal of Small Business Management,1987,25(1),38-44.
[277]Neubert, M. J.,& Cady, S. H. Program commitment:A multi-study longitudinal field investigation of its impact and antecedents. Personnel Psychology,2001,54(2),421-448.
[278]Neves, P. Readiness to Change:Contributions for Employee's Level of Individual Change and Turnover Intentions. Journal of Change Management, 2009,9(2),215-231.
[279]Niehm, L. S. Retail superpreneurs and their influence on small communities. Unpublished Doctoral Dissertation, Michigan State University, East Lansing, Michigan,2002.
[280]Osborn, R. N.,& Vicars, W. M. Sex stereotypes:An artifact in leader behavior and subordinate satisfaction analysis. Academy of Management Journal,1976, 19(3),439-449.
[281]Oyserman, D., Bybee, D.,& Terry, K. Possible selves and academic outcomes: How and when possible selves impel action. Journal of Personality and Social Psychology,2006,91(1),188.
[282]Pandey, J.,& Tewary, N. B. Locus of control and achievement values of entrepreneurs. Journal of Occupational Psychology,1979,52(2),107-111.
[283]Parker, S. K.,& Collins, C. G. Taking stock:Integrating and differentiating multiple proactive behaviors. Journal of Management,2010,36(3),633-662.
[284]Parish, J.T., Cadwallader, S., Busch, P. Want to, need to, ought to:employee commitment to organizational change. Journal Organization Change Management.2008.21(1),32-52.
[285]Parry, K. W. Grounded theory and social process:A new direction for leadership research. The Leadership Quarterly.1998.9(1).85-105.
[286]Parvin, L., Rahman, M. W.,& Jia, J. Determinates of Women Micro-entrepreneurship Development:An Empirical Investigation in Rural Bangladesh. International Journal of Economics and Finance,2012,4(5).254.
[287]Peng, M. W.,& Luo, Y. Managerial ties and firm performance in a transition economy:The nature of a micro-macro link. Academy of management journal, 2000,43(3),486-501.
[288]Peredo, A. M.,& McLean, M. Social entrepreneurship:A critical review of the concept. Journal of world business,2006,41(1),56-65.
[289]Peters, T. J.,& Waterman, R. H. In search of excellence:Lessons from American's best-run companies. New York:Harper& Row,1982.
[290]Podsakoff, P.M., MacKenzie, S.B., Lee, J.Y.& Podsakoff. N.P. Common method biases in behavioral research:A critical review of the literature and recommended remedies.Journal of Applied Psychology,2003.88(5),879-903.
[291]Porter, M. E. Competitive advantage:Creating and sustaining superior performance. New York:Free Press,1985.
[292]Porter, M. E. Competitive advantage of nations:creating and sustaining superior performance. Simon and Schuster,2011.
[293]Porter, L. W., Crampon, W. J.,& Smith, F. J. Organizational commitment and managerial turnover:A longitudinal study. Organizational Behavior and Human Performance,1976,15(1),87-98.
[294]Powell, G. N.,& Butterfield, D. A. Sex, attributions, and leadership:A brief review. Psychological Reports,1982,51(3),1171-1174.
[295]Powell, G. N. Women and Men in Management.2nd. Ed. (Sage, Newbury Park, CA),1993.
[296]Powell, G. N.,& Butterfield, D. A. Investigating the "glass ceiling" phenomenon:An empirical study of actual promotions to top management. Academy of Management Journal,1994,37(1),68-86.
[297]Powell, G. N., Butterfield, D.A.,& Parent. J.D. Gender and managerial stereotypes:Have the times changed?. Journal of Management,2002.28(1), 177-193.
[298]Powell, G. N.. Butterfield, D. A.,& Bartol, K. M. Leader evaluations:a new female advantage?. Gender in Management:An International Journal.2008, 23(3).156-174.
[299]Quader,M.S. Characteristic model of successful women entrepreneurs in the UK. Journal of Services Research.2012,12(1),89-113.
[300]Ragins, B. R..& Cotton, J. L. Mentor functions and outcomes:a comparison of men and women in formal and informal mentoring relationships. Journal of Applied Psychology.1999,84(4),529.
[301]Rauch. A.,& Frese, M. Psychological approaches to entrepreneurial success:A general model and an overview of findings. International Review of Industrial and Organizational Psychology,2000,15(1),101-142.
[302]Rauch, A., Wiklund, J., Lumpkin, G. T.,& Frese, M. Entrepreneurial orientation and business performance:An assessment of past research and suggestions for the future. Entrepreneurship Theory and Practice,2009,33(3), 761-787.
[303]Renzulli, L. A., Aldrich. H.,& Moody, J. Family matters:Gender,networks, and entrepreneurial outcomes. Social forces,2000,79(2),523-546.
[304]Reuvers, M., Van Engen, M. L., Vinkenburg, C. J.,& Wilson-Evered, E. Transformational leadership and innovative work behaviour:Exploring the relevance of gender differences. Creativity and Innovation Management,2008, 17(3),227-244.
[305]Ridgeway, C. L. Gender, status, and leadership. Journal of Social Issues,2001, 57(4),637-655.
[306]Rogoff, E.G.& Heck, R.K.Z. Evolving research in entrepreneurship and family business:Recognizing family as the oxygen that feeds the fire of entrepreneurship. Journal of Business Venturing,2003,18(4),559-566.
[307]Rosa, P.,& Hamilton, D. Gender and ownership in UK small firms. Entrepreneurship Theory and Practice,1994,18(1),11-11.
[308]Rosa, P., Carter, S.,& Hamilton, D. Gender as a determinant of small business performance:Insights from a British study. Small Business Economics,1996, 8(3),463-478.
[309]Rosener, J. B. Ways women lead. Harvard Business Review,1990,68(6) 119-125.
[310]Rosener, J. B. America's Competitive Secret:Utilizing Women as a Management Strategy. Oxford University Press, New York,1995.
[311]Rowe, W. G. Creating wealth in organizations:The role of strategic leadership. Academy of Management Executive,2001.15(1),81-94.
312] Ruiz-Arroyo. M.,del Mar Fuentes-Fuentes,M., Bojica. A. M.,& Rodriguez-Ariza. L. Innovativeness and Performance in Women-Owned Small firms:The Role of knowledge Acquisition. Journal of Small Business & Entrepreneurship.2012.25(3).307-326.
[313]Ryan. M. K.,& Haslam, S. A. The glass cliff:Evidence that women are over represented in precarious leadership positions. British Journal of Management. 2005,16(2).81-90.
[314]Ryan, M. K.,& Haslam, S. A. The glass cliff:Exploring the dynamics surrounding the appointment of women to precarious leadership positions. Academy of Management Review,2007,32(2),549-572.
[315]Haslam, S. A.,& Ryan, M. K. The road to the glass cliff:Differences in the perceived suitability of men and women for leadership positions in succeeding and failing organizations. The Leadership Quarterly,2008,19(5).530-546.
[316]Ryan, M. K.,& Alexander Haslam, S. Glass cliffs are not so easily scaled:On the precariousness of female CEOs'positions. British Journal of Management, 2009,20(1),13-16.
[317]Ryan, M. K., Haslam. S. A., Hersby, M. D.,& Bongiorno, R. Think crisis-think female:The glass cliff and contextual variation in the think manager-think male stereotype. Journal of Applied Psychology,2011,96(3),470.
[318]Sagawa, S.,& Segal, E. Common interest, common good:Creating value through business and social sector partnership.California Management Review, 2000,42(2),105-122.
[319]Santos, F. M.,& Eisenhardt, K. M. Constructing markets and shaping boundaries:Entrepreneurial power in nascent fields. Academy of Management Journal,2009,52(4),643-671.
[320]Sarason, B. R., Sarason, I. G.,& Pierce, G. R. Social support:An interactional view. John Wiley & Sons,1990.
[321]Schein, V.E. The relationship between sex role stereotypes and requisite management characteristics.Journal of Applied Psychology,1973,57(2), 95-100.
[322]Schein, V.E. The relationship between sex role stereotypes and requisite management characteristics among female managers. Journal of Applied Psychology,1975,60(3),340-344.
[323]Schein, V.E. A global look at psychological barriers to women's progress in management. Journal of Social Issues,2001,57(4),675-688.
[324]Schreier,J. The female entrepreneur:A pilot study.Milwaukee, Wis:Centre for Venture Management.1975.
[325]Schumpeter, J. The theory of economic development:an inquiry into profits, capital, interest, and the business cycle. Cambridge:Harvard University Press, 1934.
[326]Schumpeter, J. A. Essays:On entrepreneurs, innovations, business cycles, and the evolution of capitalism. Transaction Books,1951.
[327]Schwartz, E. Entrepreneurship:A new female frontier.Journal of Contemporary Business,1976,5 (1),47-76.
[328]Schyns, B.,& Wolfram, H. J. The relationship between leader-member exchange and outcomes as rated by leaders and followers. Leadership & Organization Development Journal,2008,29(7),631-646.
[329]Scott, C. E. Why more women are becoming entrepreneurs. Journal of Small Business Management,1986,24(4),37-44.
[330]Sexton, D. L,.& Bowman-Upton, N. Female and male entrepreneurs: Psychological characteristics and their role in gender related discrimination. Journal of Business Venturing.1990,5(1),29-36.
[331]Sexton, D. L.,& Kent, C. A. Female executives versus female entrepreneurs. Journal of Entrepreneurship Research,1981,2(3),45-67.
[332]Shamir, B., House, R. J.,& Arthur, M. B. The motivational effects of charismatic leadership:A self-concept based theory. Organization science, 1993,4(4),577-594.
[333]Shamir, B.,& Howell, J. M. Organizational and contextual influences on the emergence and effectiveness of charismatic leadership. The Leadership Quarterly,1999,10(2),257-283.
[334]Shane, S.,& Venkataraman, S. The promise of entrepreneurship as a field of research. Academy of Management Review,2000,25(1),217-226.
[335]Sharfman, M.P., Shaft, T.M.,&Tihanyi, L. A model of the global and institutional antecedents of high-level corporate environemtnal performance.Business & Society,2004,43(1),6-36.
[336]Shinnar, R.S., Giacomin, O.,& Janssen, F. Entrepreneurial perceptions and intentions:The role of gender and culture. Entrepreneurship Theory and Practice,2012,36(3),465-494.
[337]Sonfield, M., Lussier, R., Corman, J.,& McKinney, M. Gender Comparisons in Strategic Decision-Making:An Empirical Analysis of the Entrepreneurial Strategy Matrix. Journal of Small Business Management,2001,39(2),165-173.
[338]Srinivasan. R., Woo, C.,& Cooper. A. Performance determinants for male and female entrepreneurs.In W.D. Bygrave. S. Birley. N.C. Churchill, E. Gatewood. F. Hoy, R.H. Keeley, et al. (Eds.).Frontiers of entrepreneurship research (pp. 43-56). Wellesley, MA:Babson Center for Entrepreneurial Studies,1994..
[339]Stephen. A. T. and Olivier. T. Deriving Value from Social Commerce Networks-Journal of Marketing Research,2010,47 (4),215-228.
[340]Stevenson, H. A perspective on entrepreneurship. Harvard Business School Working Paper,1983,9(4).384-131.
[341]Stevenson, H. H.,& Jarillo, J. C. A paradigm of entrepreneurship: entrepreneurship:Entrepreneurial management. Strategic Management Journal, 1990,11(1),17-27.
[342]Strauss. K.. Griffin, M. A.,& Rafferty, A. E. Proactivity directed toward the team and organization:the role of leadership, commitment and role-breadth self-efficacy. British Journal of Management,2009,20(3),279-291.
[343]Stryker, S. Symbolic Interactionism:A Social Structural Version. Menlo Park, CA:Benjamin Cummings,1980.
[344]Suchman, L. A. Plans and situated action. The Problem of Human-machine Communication. Palo Alto:Xerox Corp,1985.
[345]Surie,G.& Ashley, A.. Integrating pragmatism and ethics in entrepreneurial leadership for sustainable value creation. Journal of Business Ethics, 2008,81(1),235-246.
[346]Tan, J. Regulatory environment and strategic orientations in a transitional economy:A study of Chinese private enterprise. Entrepreneurship:Theory and Practice,1996,1(1),31-44.
[347]Tang, Z.,Dickson, P., Marino, L., Tang, J.,& Powell, B. C. The value of organizational ambivalence for small and medium size enterprises in an uncertain world. British Journal of Management,2010,21(4),809-828.
[348]Taylor, S. E. The interface between cognitive and social psychology. In J. Harvey (Ed.), Cognition, social behavior, and the environment (pp.67). Hillsdale, NJ:Lawrence Erlbaum Associates,1981.
[349]Teece, D. J. Technological change and the nature of the firm. Produced and distributed by Center for Research in Management, University of California, Berkeley Business School.1987.
[350]The Chinese Culture Connection.Chinese Values and the Search for Culture free Dimensions of Culture. Journal of Cross-Cultural Psychology.1987,18(2), 143-64.
[351]Thomas. A.B. Does leadership make a difference in organizational performance? Administrative Science Quarterly,1988,33(3),388-400.
[352]Thomas, J.P., Whitman, D. S., Viswesvaran, C. Employee proactivity in organizations:A comparative meta-analysis of emergent proactive constructs. Journal of Occupational & Organizational Psychology,2010.83(2),275-300.
[353]Tierney, P. Leadership and employee creativity. In J. Zhou.& C. E. Shalley (Eds.), Handbook of organizational creativity (pp.95-123). New York: Erlbaum,2008.
[354]Tundui, C., Tundui, H. Survival, Growth Strategies and Performance of Women Owned Micro and Small Businesses in Tanzania. International Journal of Business and Management,2012,7(1),143-155.
[355]Van den Bulte, and Stefan W. Social Networks and Marketing.Working paper, Marketing Science Institute,2007.
[356]vanDellen, M. R.,& Hoyle, R. H. Possible selves as behavioral standards in self-regulation. Self and Identity,2008,7(3),295-304.
[357]Van Fleet, D.,& Saurage, J. Recent research on women in management. Akron Business and Economic Review,1984,15(2),15-24.
[358]Van Zyl, H. J. C.,& Mathur-Helm. B. Exploring a conceptual model, based on the combined effect of entrepreneurial leadership, market orientation and relationship marketing orientation on South Africa's small tourism business performance. S Afr J Bus Manag,2007,38(2),17-24.
[359]Vecchio, R. P. Leadership and gender advantage. The Leadership Quarterly, 2002,13(6),643-671.
[360]Vecchio, R. P. Entrepreneurship and leadership:common trends and common threads. Human Resource Management Review,2003,13(2),303-327.
[361]Venkataraman, S. The distinctive domain of entrepreneurship research:An editor's perspective. Advances inEntrepreneurship, Firm Emergence, and Growth,1997,3(1),119-138.
[362]Venkatraman, N.,& Ramanujam, V. Measurement of business performance in strategy research:a comparison of approaches. Academy of Management Review,1986,11(4),801-814.
[363]Vera, D.,& Crossan, M. Strategic leadership and organizational learning. Academy of Management Review,2004.29(2),222-240.
[364]Verheul. I.,& Thurik. R. Start-up capital:" does gender matter?". Small Business Economics,2001.16(4).329-346.
[365]Vinkenburg, C. J., van Engen. M. L., Eagly,A. H.,& Johannesen-Schmidt, M. C. An exploration of stereotypical beliefs about leadership styles:is transformational leadership a route to women's promotion?. The Leadership Quarterly,2011,22(1),10-21.
[366]von Gelderen, M., Frese, M.,& Thurik, R. Strategies, uncertainty and performance of small business startups. Small Business Economics.2000,15(3). 165-181.
[367]Waddock, S. A.,& Post, J. E. Catalytic alliances for social problem solving. Human Relations.1995,48(8),951-972.
[368]Wang, Z.M. Managerial competency modeling and the development of organizational psychology:A Chinese approach. International Journal of Psychology,2003,38(5),323-324.
[369]Wang, D., Tsui, A. S., Zhang, Y.,& Ma, L. Employment relationships and firm performance:Evidence from an emerging economy. Journal of Organizational Behavior,2003,24(5),511-535.
[370]Wang, H., Law. K. S., Hackett, R. D., Wang, D.,& Chen, Z. X. Leader-member exchange as a mediator of the relationship between transformational leadership and followers' performance and organizational citizenship behavior. Academy of Management Journal,2005,48(3),420-432.
[371]Wang, H. X., Howell, J. M. Exploring the Dual-Level Effects of Transformational Leadership on Followers. Journal of Applied Psychology, 2010,95(6),1134-1144.
[372]Wang, H., Tsui, A.S., Xin, K.R. CEO leadership behaviors, organizational performance, and employees' attitudes.The Leadership Quarterly,2011,22(1), 92-105.
[373]Wang, H., Law, K. S., Hackett. R. D., Wang, D.,& Chen, Z. X. Leader-member exchange as a mediator of the relationship between transformational leadership and followers'performance and organizational citizenship behavior. Academy of Management Journal,2005,48(3),420-432.
[374]Wasserman N, Nohria N, Anand BN. When doesleadership matter? The contingent opportunities Vvew of CEO leadership. Strategy unit working paper no.02-04; Harvard Business School working paper no.01-063, Boston, MA. Available at http://ssrn.com/abstract=278652,2001.
[375]Watson, J.,& Robinson. S. Adjusting for risk in comparing the performances of male-and female-controlled SMEs. Journal of Business Venturing.2003, 18(6),773-788.
[376]Weerawardena, J.,& Mort, G. S. Investigating social entrepreneurship:A multidimensional model. Journal of world business,2006.41(1).21-35.
[377]Wu, J. B., Tsui, A.S., Kinicki, A. J. Consequences of Differentiated Leadership in Groups. Academy of Management Journal,2010,53(1).90-106.
[378]Yammarino, F. J., Dubinsky, A. J., Comer, L. B.,& Jolson, M. A. Women and transformational and contingent reward leadership:A multiple-levels of analysis perspective. Academy of Management Journal,1997,40(1),205-222.
[379]Yammarino, F. J., Dionne, S.,& Chun, J. U. Transformational and charismatic leadership:A levels-of-analysis review of theory, measurement, data analysis, and inferences. Leadership,2002,1(1),23-63.
[380]Yammarino, F.J., Dansereau, F. Multi-level Nature of and Multi-level Approaches to Leadership.The Leadership Quarterly,2008,19(2),135-141.
[381]Yammarino, F. J.,& Dansereau, F. Multi-level issues in evolutionary theory, organization science, and leadership. The Leadership Quarterly,2011,22(6), 1042-1057.
[382]Yin, R. Case study research. Beverly Hills, CA:Sage Publications,1984.
[383]York, J.G.,&Venkataraman, S. The entrepreneur-environment nexus: Uncertainty, innovation and allocation. Journal of Business Venturing,2010, 25(5),449-463.
[384]Yang, C. W. The relationships among leadership styles, entrepreneurial orientation, and business performance. Managing Global Transitions,2008, 6(3),257-275.
[385]Yukl, G. Leadership in organizations.5th ed., Prentice Hall, Upper Saddle River, NJ,2002.
[386]Zahra, S. A.,& Covin, J. G. Contextual influences on the corporate entrepreneurship performance relationship:A longitudinal analysis. Journal of Business Venturing,1995,10(1),43-58.
[387]蔡莉,赵镝,朱秀梅.女性创业特性研究.科学学与科学技术管理,2005,26(9),43-47.
[388]陈国权,李兰.中国企业领导者个人学习能力对组织创新成效和绩效影响研究.管理学报,2009,6(5),601-606.
[389]陈晓红,王思颖,杨立.变革型领导行为对企业绩效的影响机制研究——基于我国中小企业领导人的问卷调查.科学学与科学技术管理,2012,33(11),160-171.
[390]陈永霞,贾良定,李超平等.变革型领导、心理授权与员工的组织承诺：中国情景下的实证研究.管理世界,2006,1(1),96-105.
[391]邓今朝.水务企业突变式组织变革下团队多目标取向的形成机制与适应性关系研究：ASD演化视角.博士学位论文,浙江大学,2011.
[392]方杰,郑敏强,邱皓政.基于阶层线性理论的多层级中介效应.心理科学进展,2010,18(8),1329-1338.
[393]费涓洪.社会资本与女性创业.中华女子学院学报,2005,17(2),51-56.
[394]高秀娟.女性创业家个体、组织及环境特征的研究综述.妇女研究论丛,2009,4,85-90.
[395]侯杰泰,温忠麟,成子娟.结构方程模型及其应用.经济科学出版社,2004.
[396]胡怀敏,肖建.不同创业动机下的女性创业模式研究.经济问题探索,2007,8,24-39.
[397]胡怀敏,朱雪忠.创业动机，社会资本与女性创业.北京工业大学学报：社会科学版,2007,8(4),18-22.
[398]黄逸群.创业女性工作家庭平衡及其对绩效影响机制研究.博士学位论文,浙江大学,2007.
[399]霍伟伟,罗瑾琏.领导行为与员工创新研究之横断历史元分析.科研管理,2011,32(7),113-121.
[400]李超平,田宝,时勘.变革型领导与员工工作态度：心理授权的中介作用.理学报,2006,38(2),297-307.
[401]李凯.基于愿景释意行为视角的绿色创业导向与行动模型研究：以新能源企业为例.博士学位论文,浙江大学,2011.
[402]李嘉,张晓,杨忠.男女企业家创业行业选择差异的影响因素及其作用机制研究.科学学与科学技术管理,2010(2),183-188.
[403]李秀娟,魏峰.打开领导有效性的黑箱：领导行为和领导下属关系研究.管理世界,2006(9),87-93.
[404]李秀娟.“她”时代下的商界女性素描.上海：复旦大学出版社,2012.
[405]李雪灵,姚一玮, 王利军.新企业创业导向与创新绩效关系研究：积极型市场导向的中介作用.中国工业经济,2010，(6),116-125.
[406]廖志德.柔性领导.能力杂志,2000,(531),22-27.
[407]刘中起,风笑天.社会资本视阈下的现代女性创业研究：一个嵌入性视角.山西师范大学学报(哲学社会科学版),2010,37(1),61-92.
[408]玛丽·克劳福德,罗达昂·格尔.妇女与性别.北京：中华书局,2009.
[409]孟慧.变革型领导风格的实证研究.应用心理学,2004,10(2),18-22.
[410]钱永红.女性创业意向与创业行为及其影响因素研究.博士学位论文,浙江大学,2007.
[411]曲维鹏.创业型领导行为及其与创业绩效的关系研究.硕士学位论文,浙江大学，2005.
[412]盛南,王重鸣.创业导向构思的探索性案例研究.管理世界,2008(8)，127-137.
[413]盛南.社会创业导向及其形成机制研究.博士学位论文,浙江大学,2005.
[414]史清琪.2009中国女企业家发展报告：走出危机,踏上可持续发展之路.北京：地质出版社,2010,3-18.
[415]王登峰,崔红.中国人性别角色量表的建构及其与心理社会适应的关系.西南大学学报,2007,33(4),1-9.
[416]王凤彬,陈建勋.动态环境下变革型领导行为对探索式技术创新和组织绩效的影响.南开管理评论,2011,14(1),4-16.
[417]王辉,析蓉,徐淑英.中国企业CEO的领导行为及对企业经营业绩的影响.管理世界,2006(4),87-96.
[418]王辉,张文慧,析蓉,徐淑英.战略型领导行为与组织经营效果：组织文化的中介作用.管理世界,2011(9),93-104.
[419]王震,孙健敏,赵一君.中国组织情境下的领导有效性：对变革型领导、领导-部属交换和破坏型领导的元分析.心理科学进展,2012,20(2),174-190.
[420]王重鸣.心理学研究方法.北京：人民教育出版社,1990.
[421]魏峰,李秀娟.双因素领导结构的验证及其对组织承诺的影响机制研究.管理世界,2008,5(1),115-123.
[422]吴明隆.问卷统计分析实务--SPSS操作与应用.重庆：重庆大学出版社,2010.
[423]徐枞巍,于晓敏,吴旸.变革型领导与工作满意度现有研究之元分析.北京航空航天大学学报：社会科学版,2009,22(2),6-10.
[424]薛宪方,涂辉文.领导风格与个人主动性的关系研究.人类工效学,2011,17(2),5-10.
[425]严中华,林海,赵莉等.SEO领导风格对绩效影响的研究——基于创业导向视角的实证分析.技术经济与管理研究,2013(5),25-29.
[426]曾萍,邬绮虹.女性高管参与对企业技术创新的影响.科学学研究,2012,30(5)，774-781.
[427]张素玲.现代社会女性领导的发展优势分析.领导科学,2010(1),42-43.
[428]张鹏程,刘文兴,廖建桥.魅力型领导对员工创造力的影响机制：仅有心理安全足够吗?.管理世界,2011,10,94-107.
[429]张宇.论角色认同的重新定位.求索,2008,11(3),68-69.
[430]周晓虹.认同理论：社会学与心理学的分析路径.社会科学,2008,6(1),46-53.
2 OECD(2004),Women's entrepreneurship:issues and policies.http://www.oecd.org/cfe/smes/31919215.pdf
Center for Women's Business Research(2009). The Economic Impact of Women-Owned Businesses In the United States.www.womensbusinessresearch.org
4 Kelley,D.J.,Brush, C.G.,Greene,P.G., Litovsky,Y.2010 Report:Women Entrepreneurs Worldwide. http://www.gemconsortium.org/docs/2825/gem-2010-womens-report
1 见朱蕤作《中国女企业家协会2011年工作总结和2012年工作纲要》报告.http://www.cawe.org.cn/cawe/fore/associNewsInfo.action?associationNewsDTO.id=202
2 中华人民共和国国民经济和社会发展第十二个五年规划纲要.http://www.gov.cn/20111h/content_1825838.htm
2 见《王忠禹：大力弘扬企业家精神扎实推进企业转型升级》发表于《中国企业报》,2012年5月17日
1 本小节内容发表于《中国人力资源开发》2012年8月刊
1 本节部分内容发表于《管理世界》2013年第9期
[1]Acker, J. From sex roles to gendered institutions. Contemporary Sociology, 1992.21(5),565-569.
[2]Adams,S. M., Gupta, A.,& Leeth,J. D. Are Female Executives Over represented in Precarious Leadership Positions?. British Journal of Management,2009,20(1),1-12.
[3]Ahl, H. Why research on women entrepreneurs needs new directions. Entrepreneurship Theory and Practice,2006,30(5),595-621.
[4]Aldrich, H.,& Zimmer, C. Entrepreneurship through social networks. University of Illinois at Urbana-Champaign's Academy for Entrepreneurial Leadership Historical Research Reference in Entrepreneurship,1986.
[5]Aldrich. H. E.,& Cliff, J. E. The pervasive effects of family on entrepreneurship:Toward a family embeddedness perspective. Journal of Business Venturing,2003,18(5),573-596.
[6]Allison, G. T.,& Zelikow, P. Essence of decision (pp.127-132). Longman, 1971.
[7]Alimo-Metcalfe, B. An investigation of female and male constructs of leadership and empowerment. Women in Management Review,1995,10(2), 3-8.
[8]Alison, M. The effect of CEOs on firm performance. Strategic Management Journal,2008,29(12),1357-1367.
[9]Alsos, G., Isaksen, E.,& Ljunggren, E. New venture financing and subsequent business growth inmen- and women-led businesses. Entrepreneurship Theory and Practice,2006,30(5),667-686.
[10]Alvarez, S. A.,& Busenitz, L. W. The entrepreneurship of resource-based theory. Journal of management,2001,27(6),755-775.
[11]Alvord, S. H., Brown, L. D.,& Letts, C. W. Social entrepreneurship and societal transformation. Journal of Applied Behavioral Science,2004,40(3), 260-282.
[12]Amabile, T. M. A Model of Creativity and Innovations in Organizations. In B. M. Staw & L. L. Cummings (Eds.).Research in organizational behavior. Greenwich, CT:JAI Press,1988,123-167.
[13]Amabile. T. M. A Model of Creativity and Innovation in Organizations. Research in Organization Behavior,1998,8(1),123-167.
[14]Andre. R. A national profile of women's participation in networks of small business leaders. Journal of Small Business Management,1992.30(1).66-73.
[15]Antoncic, B.,& Hisrich, R. D. Corporate entrepreneurship contingencies and organizational wealth creation. Journal of Management Development,2004, 23(6),518-550.
[16]Apergis, N., Pekka-Economou, V. Incentives and Female Entrepreneurial Activity:Evidence from Panel Firm Level Data. International Advances in Economic Research,2010,16 (4),371-387.
[17]Austin, J., Stevenson, H.,& Wei-Skillern, J. Social entrepreneurship and commercial entrepreneurship:Same, different, or both? (Working paper series no.04-029). Harvard Business School,2003.
[18]Avolio, B. J.,& Bass, B. M. Individual consideration viewed at multiple levels of analysis:A multi-level framework for examining the diffusion of transformational leadership. The Leadership Quarterly,1995,6(2),199-218.
[19]Avolio, B. J. Full leadership development:Building the vital forces in organizations. Thousand Oaks, CA7 Sage,1999.
[20]Avolio, B. J., Zhu, W., Koh, W.,& Bhatia, P. Transformational leadership and organizational commitment:Mediating role of psychological empowerment and moderating role of structural distance. Journal of organizational behavior. 2004,25(8),951-968.
[21]Ayalla, R., Zehava, R.& Rachel H. Entrepreneurial leadership vision in nonprofit vs. for-profit organizations. Leadership Quarterly,2009,21(1), 144-158.
[22]Ayman, R. Situational and contingency approaches to leadership.In J. Antonakis, A. T. Cianciolo,& R. J. Sternberg(Eds.), The nature of leadership (pp.148-170). ThousandOaks, CA:Sage,2004.
[23]Bandura, A. Social foundations of thought and action. Englewood Cliffs, NJ: Prentice Hall,1986.
[24]Bandura, A. Self-efficacy:The exercise of control. New York:Freeman,1997, 3.
[25]Baron, R.M.& Kenny, D.A. The Moderator-Mediator Variable Distinction in Social Psychological Research:Conceptual, Strategic, and Statistical Considerations. Journal of Personality and Social Psychology,1986,51(6), 1173-1182.
[26]Baron,R.A., Markman. G.D.,& Hirsa. A. Perceptions of women and men as entrepreneurs:Evidence for differential effects of attributional augmenting. Journal of Applied Psychology,2001,86(6),923-929.
[27]Baron, R. A.,& Ward,T. B. Expanding entrepreneurial cognition's toolbox: Potential contributions from the field of cognitive science. Entrepreneurship Theory and Practice,2004,28(6),553-573.
[28]Baron, R. A. The cognitive perspective:A valuable tool for answering entrepreneurship's basic "why" questions. Journal of Business Venturing.2004, 19(2).221-240.
[29]Bartol, K. M.,& Butterfield. D. A. Sex effects in evaluating leaders. Journal of Applied Psychology,1976,61(4),446.
[30]Bartol,K. M.,& Martin, D.C. Women and men in task groups.In R.D. Ashmore & F.K. De Boca(Eds.),The social psychology of female-male relations(pp.259-310).San Diego, CA:Academic Press.
[31]Bass, B. M. Leadership and performance beyond expectations. New York, NY: Free Press,1985.
[32]Bass, B. M.,& Avolio, B. J. Shatter the glass ceiling:Women may make better managers. Human Resource Management,1994,33(4),549-560.
[33]Bass, B. M., Avolio, B. J.,& Atwater, L. The transformational and transactional leadership of men and women. Applied Psychology,1996,45(1), 5-34.
[34]Basu, R.,Green,S. G.Leader-member exchange and transformational leadership:An empirical examination of innovative behaviors in leader-member dyads.Journal of Applied Social Psychology,1997,27(6), 477-499.
[35]Bateman, T. S.,& Crant, J. M. The proactive component of organizational behavior:A measure and correlates. Journal of organizational behavior,1993, 14(2),103-118.
[36]Bates, T. Survival patterns among newcomers to franchising. Journal of Business Venturing,1998,13(2),113-130.
[37]Baum, J. R. and Locke, E. A.The relation of entrepreneurial traits, skill, and motivation to subsequent venture growth. Journal of Applied Psychology,2004, 89(4),587-598.
[38]Becker, G. S. Human capital:a theoretical and empirical analysis, with special refence to education. University of Chicago Press,1975.
[39]Beer, M., Voelpel, S. C Leibold. M.,& Tekie. E. B. Strategic management as organizational learning:developing fit and alignment through a disciplined process. Long Range Planning,2005,38(5),445-465.
[40]Bern, S.L. The measurement of psychological androgyny.Journal of Consulting and Clinical Psychology,1974,42(2),155-62.
[41]Bern, S.L. Sex typing and androgyny:Further explorations of the expressive domain. Journal of Personality and Social Psychology,1976,34(5),1016.
[42]Bennis, W. G.,& Nanus, B. Leaders:Strategies for taking charge (1st ed.). New York, NY:Harper & Row,1985.
[43]Bird, B.,& Brush, C. A gendered perspective on organizational creation. Entrepreneurship Theory and Practice,2002,26(3),41-65.
[44]Boal, K.,& Hooijberg, R. Strategic leadership research:Moving on. Leadership Quarterly,2000,11 (5),515-549.
[45]Boden Jr, R. J.,& Nucci, A. R. On the survival prospects of men's and women's new business ventures. Journal of Business Venturing,2000,15(4). 347-362.
[46]Borgelt, K.,& Falk, I. The leadership/management conundrum:innovation or risk management?. Leadership & Organization Development Journal,2007, 28(2),122-136.
[47]Boschee, J. Merging mission and money:A board member's guide to social entrepreneurship. http://www.socialent.org/pdfs/MergingMission,1998.
[48]Bosse, D. A., Taylor. P. L. The second glass ceiling impedes women entrepreneurs. Journal of Applied Management and Entrepreneurship,2012, 17(1),52-68.
[49]Bourgeois, L. J. Performance and consensus. Strategic Management Journal, 1980,1(3),227-248.
[50]Bourgeois, L. J.,& Eisenhardt, K. M. Strategic decision processes in high velocity environments:four cases in the microcomputer industry. Management Science,1988,34(7),816-835.
[51]Brockhaus, R. H. Risk taking propensity of entrepreneurs. Academy of management Journal,1980,23(3),509-520.
[52]Bruni, A., Gherardi, S.,& Poggio, B. Entrepreneur-mentality, gender and the study of women entrepreneurs.Journal of Organizational Change Management, 2004,17(3),256-268.
[53]Brush,C. G. Research on women business owners:Past trends, a new perspective and future directions. Entrepreneurship Theory and Practice.1992, 16(1).5-30.
[54]Brush,C.& Hisrich, R. Women-owned businesses:An exploratory study comparing factors affecting performance (Working Paper Series 00-02). Washington, DC:RISE business,2000.
[55]Brush, C. G., Carter. N., Gatewood. E., Greene,P.,& Hart, M. Clearing the hurdles:Women building high growth businesses. Upper Saddle River, NJ: Financial Times Prentice-Hall,2004.
[56]Brush, C.G., Carter, N.M., Gatewood. E.J., Greene, P.G.& Hart. M. (Eds.). Growth-oriented women entrepreneurs and their businesses:A global perspective. Cheltenham. U.K.:Edward Elgar,2006.
[57]Bryman, A.,Stephens, M.,& A Campo, C. The importance of context: Qualitative research and the study of leadership. The Leadership Quarterly, 1996,7(3),353-370.
[58]Bryman,A.,& Cramer, D. Quantitative data analysis with SPSS for Windows. London:Routledge,1997.
[59]Bryman, A. Qualitative research on leadership:A critical but appreciative review. The Leadership Quarterly,2004,15(6),729-769.
[60]Burke, S.,& Collins, K. M. Gender differences in leadership styles and management skills. Women in Management Review,2001,16(5),244-257.
[61]Burke, P. J. The self:Measurement requirements from an interactionist perspective. Social Psychology Quarterly,1980,1(1),18-29.
[62]Burns, T.,& Stalker, G. M. The management of innovation. University of Illinois at Urbana-Champaign's Academy for Entrepreneurial Leadership Historical Research Reference in Entrepreneurship,1961.
[63]Burt, R. S. The social structure of competition. Networks and Organizations: Structure, Form, and Action,1992,1(1)57-91.
[64]Butterfield, D. A.,& Powell, G. N. Effect of group performance, leader sex, and rater sex on ratings of leader behavior. Organizational Behavior and Human Performance,1981,28(1),129-141.
[65]Buttner, E. H. Examining female entrepreneurs' management style:an application of a relational frame. Journal of Business Ethics,2001,29(3), 253-269.
[66]Byrnes, J. P., Miller, D. C.,& Schafer, W. D. Gender differences in risk taking: A meta-analysis. Psychological Bulletin,1999.125(3),367.
[67]Calas, M. B., Smircich, L.,& Bourne, K. A.Extending the boundaries: Reframing "entrepreneurship as a social change" through feminist perspectives. Academy of Management Review,2009,34(3),552-569.
[68]Cardon, M.S.. Wincent, J., Singh, J.,& Drnovsek. M. The nature and experience of entrepreneurial passion. Academy of Management Review,2009. 34(3),511-532.
[69]Carmeli, A.,Gelbard, R., Gefen, D. The importance of innovation leadership in cultivating strategic fit and enhancing firm performance.The Leadership Quarterly,2010,21(3),339-349.
[70]Carsrud, A, L.. Gaglio. C. M.,& Olm, K. W. Entrepreneurs, mentors, networks and successful new venture development:An exploratory study. In R. Ronstadt. J. A. Homaday. R. Peterson.& K, H. Vesper (Eds.). Frontiers of entrepreneurship research, pp.229-235. Wellesley. MA:Babson College,1986.
[71]Carter, N.,& R. Allen, K. Size determinants of women-owned businesses: choice or barriers to resources? Entrepreneurship & Regional Development, 1997,9(3),211-220.
[72]Carter, N.,& Williams, M. Comparing social feminism and liberal feminism. In J. E. Butler (Ed.), New perspectives on women entrepreneurs:25-50: Greenwich, CT:Information Age,2003.
[73]Carter, S.,& Rosa, P. Indigenous rural firms:farm enterprises in the UK. International Small Business Journal,1998,16(4),15-27.
[74]Carter, D. A., Simkins, B. J.,& Simpson, W. G. Corporate governance, board diversity, and firm value. Financial Review,2003,38(1),33-53.
[75]Cejka, M. A.,& Eagly, A. H. Gender-stereotypic images of occupations correspond to the sex segregation of employment. Personality and Social Psychology Bulletin,1999,25(4),413-423.
[76]Center for Women's Business Research. The Economic Impact of Women-Owned Businesses In the United States. www.womensbusinessresearch.org,2009
[77]Center for Leadership Studies. Multifactor Leadership Questionnaire:Norms. Retrieved June 22,2000 from http://cls.binghamton.edu/mlq.htm. Website now located at http://www.gallupleadershipinstitute.org,2000.
[78]Chaganti, R. Management in women-owned enterprises. Journal of Small Business Management,1986,24(4),18-29.
[79]Chaganti, R.& Parasuraman,S. A study of the impacts of gender on business performance and management patterns in small businesses. Entrepreneurship Theory and Practice.1996.21(1).73-75.
[80]Chapman, J. B. Comparison of male and female leadership styles. Academy of Management Journal,1975,18(3),645-650.
[81]Charmaz. K. Constructing grounded theory:A practical guide through qualitative analysis. Pine Forge Press,2006.
[82]Charmaz, K.,& McMullen, L. M. Five ways of doing qualitative analysis: Phenomenological psychology, grounded theory, discourse analysis, narrative research, and intuitive inquiry. Guilford Press,2011.
[83]Chen, C. C., Greene, P. G.,& Crick, A. Does entrepreneurial self-efficacy distinguish entrepreneurs from managers?. Journal of Business Venturing, 1998,13(4),295-316.
[84]Chen Ming-Huei. Entrepreneurial leadership and new ventures:Creativity in entrepreneurial teams. Creativity and Innovation Management,2007,16(3), 239-249.
[85]Chesbrough, H.,& Rosenbloom, R. S. The role of the business model in capturing value from innovation:evidence from Xerox Corporation's technology spin-off companies. Industrial and Corporate Change,2002,11(3), 529-555.
[86]Child, J. Organization structure, environment and performance:The role of strategic choice. Sociology,1972,6(1),1-22.
[87]Child, J. Strategic choice in the analysis of action, structure, organizations and environment:Retrospect and prospect. Organization Studies,1997,18(1), 43-76.
[88]Chrisman, J. J., Bauerschmidt, A.,& Hofer, C. W. The determinants of new venture performance:An extended model. Entrepreneurship Theory and Practice,1998,23(1),5-30.
[89]Cogliser, C. C.,& Brigham, K. H. The intersection of leadership and entrepreneurship:Mutual lessons to be learned. The Leadership Quarterly, 2004,15(6),771-799.
[90]Cohen, J.& Cohen,P. Applied multiple regression/correlation analysis for the behavior sciences.2nd Edition. Hisdale, NJ:Erbaum,1983,109-111.
[91]Coleman, S. Access to capital and terms of credit:A comparison of men- and women-owned small businesses. Journal of Small Business Management,2000, 38(3),37-52.
[92]Conway, E.. Monks, K.HR practices and commitment to change:an employee-level analysis. Human Resource Management Journal.2008,18(2), 72-89.
[93]Conger, J. A.,& Kanungo, R. N. Toward a behavioral theory of charismatic leadership in organizational settings. Academy of management review,1987. 12(4).637-647.
[94]Conger, J. A. Qualitative research as the cornerstone methodology for understanding leadership. The Leadership Quarterly,1998,9(1).107-121.
[95]Corbin, J. M.,& Strauss, A. Grounded theory research:Procedures, canons, and evaluative criteria. Qualitative sociology,1990,13(1),3-21.
[96]Covin, J.G.. Slevin, D.P. The influence of organization structure on the utility of an entrepreneurial top management style. Journal of Management Study, 1988,25 (3),217-259.
[97]Covin, J.G.& Slevin, D.P. Strategic management of small firms in hostile and benign environments.Strategic Management Journal,1989,10(1),75-87.
[98]Covin, J. G.,& Slevin, D. P. A conceptual model of entrepreneurship as firm behavior. Entrepreneurship:Theory and Practice,1991,16(1),7-24.
[99]Covin, J. G.,& Slevin, D. P. The entrepreneurial imperatives of strategic leadership. In M. A. Hitt, R. D.Ireland, S. M. Camp,& D. L. Sexton (Eds.), Strategic entrepreneurship:Creating a new mindset:309-327.Oxford: Blackwell Publishers,2002.
[100]Crant, J. M. Proactive behavior in organizations. Journal of management,2010, 26(3),435-462.
[101]Cromie, S.,& Birley, S. Networking by female business owners in Northern Ireland. Journal of business Venturing,1992,7(3),237-251.
[102]Cross, S. E.,& Markus, H. R. Self-schemas, possible selves, and competent performance. Journal of Educational Psychology,1994,86(3),423-438.
[103]Crossan, M.,& Hulland, J. Leveraging knowledge through leadership of organizational learning. The strategic management of intellectual capital and organizational knowledge,2002,711-23.
[104]Crossan, M., Vera, D., Nanjad, L.Transcendent leadership:Strategic leadership in dynamic environments. The Leadership Quarterly,2008,19(5),569-581.
[105]Crossland, C., Hambrick, D.C. How national systems differ in their constraints on corporate executives:a study of CEO effects in three countries.Strategic Management Journal.2007.28(8),767-789.
[106]Cuba, R.,Decenzo. D.,& Anish, A. Management practices of successful female business owners.American Journal of Small Business,1983,8(2),40-46.
[107]Dalton, D. R., Daily, C. M.. Ellstrand, A. E.,& Johnson, J. L. Board composition, leadership structure, and financial performance:Meta-analytic reviews and research agenda. Strategic Management Journal.1998,19(6), 269-290.
[108]Daniels K, Wimalasiri V, Cheyne A, Story V. Linking the demands-control-support model to innovation:The moderating role of personal initiative on the generation and implementation of ideas. Journal of Occupational & Organizational Psychology,2011,84(3),581-598.
[109]Dansereau, F., Alutto, J. A., Yammarino. F. J.,& Dumas, M. Theory testing in organizational behavior:The varient approach. Englewood Cliffs, NJ: Prentice-Hall,1984.
[110]Dansereau, F., Yammarino, F. J..& Kohles, J. C. Multiple levels of analysis from a longitudinal perspective:Some implications for theory building. Academy of Management Review,1999,24(2),346-357.
[111]Datta, P.B.& Gailey, R. Empowering women through social entrepreneurship: Case study of a women's cooperative in India. Entrepreneurship Theory and Practice,2012,36(3),569-587.
[112]Davidsson, P.,& Honig, B. The role of social and human capital among nascent entrepreneurs. Journal of business venturing,2003,18(3),301-331.
[113]Davis, J. P., Eisenhardt, K.M., Bingham, C. B. Optimal Structure, Market Dynamism, and the Strategy of Simple Rules. Administrative Science Quarterly,2009,54(3),413-452.
[114]Dawis, R. V, England, G. W.,& I-ofquist, L. H. A theory of work adjustment. Minnesota Studies in Vocational Rehabilitation,1964,23,1-14. Minneapolis: University of Minnesota Industrial Relations Center.
[115]De Bruin, A., Brush, C.G.,& Welter, F.Advancing a framework for coherent research on women's entrepreneurship. Entrepreneurship Theory and Practice, 2007,31(3),323-339.
[116]Dees, G. The meaning of social entrepreneurship. http://www.fuqua.duke.edu /centers/case/documents/dees_SE.pdf,1998.
[117]Delaney, J. T.,& Huselid, M. A. The impact of human resource management practices on perceptions of organizational performance. Academy of Management journal,1996,39(4),949-969.
[118]Deluga, R. J. The relationship of leader-member exchange with laissez-faire, transactional. and transformational leadership in naval environments. Impact of Leadership,1992,237-247.
[119]Den Hartog, D. N.,& Belschak, F. D. When does transformational leadership enhance employee proactive behavior? The role of autonomy and role breadth self-efficacy. Journal of Applied Psychology,2012,97(1),194.
[120]Den H, Deanne N., Belschak, F.D. Personal initiative, commitment and affect at work. Journal of Occupational & Organizational Psychology,2007,80(4), 601-622.
[121]Den Hartog, D. N., Belschak, F.D. When does transformational leadership enhance employee proactive behavior? The role of autonomy and role breadth self-efficacy. Journal of Applied Psychology,2012,97(1),194-202.
[122]Delaney, J. T.,& Huselid, M. A. The impact of human resource management practices on perceptions of organizational performance. Academy of Management journal,1996,39(4),949-969.
[123]DeMartino, R.,& Barbato, R. Differences between women and men MBA entrepreneurs:exploring family flexibility and wealth creation as career motivators. Journal of Business Venturing,2003,18(6),815-832.
[124]DeNoble, A., Jung, D.,& Ehrlich, S. Entrepreneurial self-efficacy:The development of a measure and its relationship to entrepreneur ship. In P.D. Reynolds, W.D. Bygrave, S. Manigart, C.M. Mason, G.D. Meyer, H.J. Sapienza & K.G. Shaver (Eds.), Frontiers of entrepreneurship research (pp. 73-87). Wellesley, MA:Babson College,1999.
[125]DeTienne, D. R.,& Chandler, G. N. The role of gender in opportunity identification. Entrepreneurship Theory and Practice,2007,31(3),365-386.
[126]Devarajan, T P, and Ramachandran, K. Entrepreneurial leadership and thriving innovation activity. Proceedings of 7th International Conferenceon Global Business & Economic Development, Bangkok,2002,8-11,.
[127]Diamantopoulos, A.,& Siguaw, J. A. Formative versus reflective indicators in organizational measure development:a comparison and empirical illustration. British Journal of Management,2006,17(4),263-282.
[128]Di Domenico, M., Haugh, H.,& Tracey, P. Social bricolage:theorizing social value creation in social enterprises. Entrepreneurship theory and practice,2010, 34(4),681-703.
[129]Diefendorff. J. M..& Lord. R. G. The volitional and strategic effects of planning on task performance and goal commitment. Human Performance. 2004,16(3),365-387.
[130]Dimov, D. From opportunity insight to opportunity intention:The importance of person-situation learning match. Entrepreneurship Theory and Practice. 2007.31(4),561-583.
[131]Dobbins, G. H.,& Platz. S. J. Sex differences in leadership:how real are they?. Academy of Management Review,1986,11(1),118-127.
[132]Dorner, D.,& Schaub. H. Errors in planning and decision-making and the nature of human information processing. Applied Psychology:An International Review,1994,43(4),433-454.
[133]Douglas. C. The moderating role of leader and follower sex in dyads on the leadership behavior-leader effectiveness relationships. The Leadership Quarterly,2012,23(1),163-175.
[334]Downey, H. K.,& Slocum, J. W. Uncertainty:Measures, research, and sources of variation. Academy of Management Journal,1975,18(3),562-578.
[135]Drucker, P. F. The discipline of innovation. Harvard Business Review,1985, 63(3),67.
[136]Drucker, P. F. Innovation and entrepreneurship. HarperCollins,1999.
[137]Du Rietz, A.,& Henrekson, M. Testing the female underperformance hypothesis. Small Business Economics,2000,14(1),1-10.
[138]Dubinsky, A. J., Yammarino, F. J., Jolson, M. A.,& Spangler, W. D. Transformational leadership:An initial investigation in sales management. The Journal of Personal Selling and Sales Management,1995,1(1),17-31.
[139]Eagly, A. H.,& Johnson, B. T. Gender and leadership style:A meta-analysis. Psychological Bulletin,1990,108(2),233-256.
[140]Eagly, A. H., Karau, S. J.,& Makhijani, M. G. Gender and the effectiveness of leaders:a meta-analysis. Psychological Bulletin,1995,117(1),125-145.
[141]Eagly, A. H.,& Johannesen-Schmidt, M. C. The leadership styles of women and men. Journal of Social Issues,2001,57(4),781-797.
[142]Eagly, A. H.,& Karau, S. J. Role congruity theory of prejudice toward female leaders. Psychological Review,2002,109(3),573-598.
[143]Eagly, A. H., Johannesen-Schmidt, M. C.,& Van Engen, M. L. Transformational, transactional, and laissez-faire leadership styles:a meta-analysis comparing women and men. Psychological Bulletin,2003, 129(4).569.
[144]Eckhardt, J. T.,& Shane. S. A. Opportunities and entrepreneurship. Journal of Management,2003,29(3),333-349.
[145]Eddleston, K. A.,& Powell, G. N. Nurturing Entrepreneurs' Work-Family Balance:A Gendered Perspective. Entrepreneurship Theory and Practice,2012, 36(3),513-541.
[146]Edmondson, A. C.,& McManus. S. E. Methodological fit in management field research. Academy of Management Review,2007,32(4).1246-1264.
[147]Egri, C. P.,& Herman, S. Leadership in the North American environmental sector:Values, leadership styles, and contexts of environmental leaders and their organizations. Academy of Management journal,2000,43(4),571-604.
[148]Eisenhardt, K. M.,& Bourgeois, L. J. Politics of strategic decision making in high-velocity environments:Toward a midrange theory. Academy of Management Journal,1988,31(4),737-770.
[149]Eisenhardt, K. M. Building theories from case study research. Academy of Management Review,1989,14(4),532-550.
[150]Eisenhardt, K. M.,& Tabrizi, B. N. Accelerating adaptive processes:Product innovation in the global computer industry. Administrative Science Quarterly, 1995,1(1).84-110.
[151]Eisenhardt, K. M.,& Graebner, M. E. Theory building from cases: opportunities and challenges. Academy of Management Journal,2007,50(1), 25-32.
[152]Elam, A.B. Gender and entrepreneurship:A multilevel theory and analysis. Cheltenham/Northampton, U.K.:Edward Elgar,2008.
[153]Ensley, M. D., Hmieleski, K. M.,& Pearce, C. L. The importance of vertical and shared leadership within new venture top management teams:Implications for the performance of startups. The Leadership Quarterly,2006,17(3), 217-231.
[154]Erdogan, B.,& Liden, R. C. Social exchanges in the workplace. Leadership. Greenwich:CT'Information Age Publishing,2002,65-114.
[155]Erdogan, B.,& Bauer, T. N. Enhancing career benefits of employee proactive personality:The role of fit with jobs and organizations. Personnel Psychology, 2005,58(4),859-891.
[156]Erhardt, N. L., Werbel, J. D.,& Shrader, C. B. Board of director diversity and firm financial performance. Corporate Governance:An International Review, 2003.11(2).102-111.
[157]Eskilson, A.,& Wiley. M. G. Sex composition and leadership in small groups. Sociometry,1976.183-194.
[158]Farmer,S. M.,Yao. X.,& Kung-Mcintyre. K. The behavioral impact of entrepreneur identity aspiration and prior entrepreneurial experience. Entrepreneurship Theory and Practice,2011,35(2),245-273.
[159]Fasci,M. A.,& Valdez, J. A performance contrast of male-and female-owned small accounting practices. Journal of Small Business Management,1998, 36(3),1-7.
[160]Feeser,H. R.,& Willard, G. E. Founding strategy and performance:A comparison of high and low growth high tech firms. Strategic Management Journal.1990,11(2),87-98.
[161]Fiedler, F. E. The contingency model:New directions for leadership utilization. Journal of Contemporary Business,1974,3(4),65-79.
[162]Fisk, G. M.,& Friesen, J. P. Perceptions of leader emotion regulation and LMX as predictors of followers'job satisfaction and organizational citizenship behaviors. The Leadership Quarterly,2012,23(1),1-12.
[163]Fletcher, J. K. The paradox of postheroic leadership:An essay on gender, power, and transformational change.The Leadership Quarterly,2002,15(5), 647-661.
[164]Fornell, C.,& Larcker, D. F. Structural equation models with unobservable variables and measurement error:Algebra and statistics. Journal of marketing research,1981,18(3),382-388.
[165]Frazier, B. The Influence of Network Characteristics on Information Access, Marketing Competence, and Perceptions of Performance in Small, Rural Businesses, Unpublished doctoral dissertation. Michigan State University, East Lansing, Michigan,2000.
[166]Fredrickson, J. W.,& Mitchell, T. R. Strategic decision processes: Comprehensiveness and performance in an industry with an unstable environment. Academy of Management Journal,1984,27(2),399-423.
[167]Fernandez, M. Asian Indian Americans in the Bay Area and the glass ceiling. Sociological Perspectives,1998,41(1),119-149.
[168]Frese, M., Kring, W., Soose, A., Zempel, J. Personal initiative at work: differences between east and West Germany. Academy of Management Journal, 1996,39(1),37-63.
[169]Frese, M., Fay, D., Hilburger. T.. Leng, K.. Tag. A. The concept of personal initiative:Operationalization. reliability and validity in two German samples. Journal of Occupational & Organizational Psychology,1997,70(2),139-161.
[170]Frese. M. and Fay. D. Personal initiative:an active performance concept for work in the 21st century. Research in Organizational Behavior,2001.23. 133-187.
[171]Frese, M. Toward a psychology of entrepreneurship--an action theory perspective. Foundations and Trends in Entrepreneurship,2009.5(6),437-496.
[172]Gartner, W. A conceptual framework for describing the phenomenon of new venture creation. Academy of Management Review,1985,10(4),696-708.
[173]Gerstner. C. R.,& Day, D. V. Meta-Analytic review of leader-member exchange theory:Correlates and construct issues. Journal of Applied Psychology,1997,82(6),827-844.
[174]Glaser, B. G. Theoretical sensitivity. Mill Valley, CA:The Sociology Press, 1978.
[175]Glaser, B. G. Basics of grounded theory analysis. Mill Valley, CA:Sociology Press,1992.
[176]Glaser, B. G. Doing grounded theory:Issues and discussions. Mill Valley, CA: Sociology Press,1998.
[177]Glaser, B. G. The discovery of grounded theory. Mill Valley, CA:Sociology Press,2000.
[178]Glaser, B. G.,& Strauss, A. L. The discovery of grounded theory:Strategies for qualitative research. New York:Aldine De Gruyter,1967.
[179]Godwin, L. N., Stevens, C. E.,& Brenner, N. L. Forced to play by the rules? Theorizing how mixed-sex founding teams benefit women entrepreneurs in male-dominated contexts. Entrepreneurship Theory and Practice,2006,30(5), 623-642.
[180]Golden, D.T., Veiga, F.J. The impact of superior-subordinate relationships on the commitment, job satisfaction, and performance of virtual workers. The Leadership Quarterly,2008,19(1),77-88.
[181]Gong, Y. P.,Huang, J. C., Farh, J. L. Employee Learning Orientation, Transformational Leadership, And Employee Creativity:The Mediating Role Of Employee Creative Self-Efficacy.Academy of Management Journal,2009, 52(4),765-778.
[182]Gorsuch. R. Factor Analysis. Lawrence Erlbaum Associates. London,1983.
[183]Govindarajan. V. A contingency approach to strategy implementation at the business-unit level:integrating administrative mechanisms with strategy. Academy of Management Journal.1988.31(4).828-853.
[184]Graen, G. B. Role-making processes within complex organizations. Handbook of industrial and organizational psychology. Chicago:Rand McNally.1976. 1245.
[185]Graen, G. B.,& Uhl-Bien. M. Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years:Applying a multi-level multi-domain perspective. The leadership Quarterly,1995.6(2),219-247.
[186]Grant, A. M.,& Ashford, S. J. The dynamics of proactivity at work. Research in organizational behavior.2008,28(1),3-34.
[187]Granovetter, M. Economic action and social structure:the problem of embeddedness. American Journal of Sociology.1985,2(3).481-510.
[188]Green, S. G.,Anderson. S. E.,& Shivers, S. L. Demographic and organizational influences on leader-member exchange and related work attitudes. Organizational Behavior and Human Decision Processes,1996,66(2), 203-214.
[189]Greene, P.G., Brush, C.G., Hart, M.M.,& Saparito, P. Patterns of venture capital funding:Is gender a factor? Venture Capital,2001,3(1).63-83.
[190]Greenhaus, J. H.,& Powell. G. N. When work and family are allies:A theory of work-family enrichment. Academy of Management Review,2006,31(1), 72-92.
[191]Gupta, V, MacMillan, I. C.,& Surie, G. Entrepreneurial leadership: Developing and measuring a cross-cultural construct. Journal of Business Venturing,2004,19(2),241-260.
[192]Gupta, V. K., Turban, D. B., Wasti, S. A.,& Sikdar, A. The role of gender stereotypes in perceptions of entrepreneurs and intentions to become an entrepreneur. Entrepreneurship Theory and Practice,2009,33(2),397-417.
[193]Hackman. J. R..& Oklhani, G. R. Development of the job diagnostic survey. Joumal of Applied Psychology,1975,60(1),159-170.
[194]Haines, G. H., Orser, B. J.,& Riding, A. L. Myths and realities:An empirical study of banks and the gender of small business clients. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de 'Administration, 1999,16(4),291-307.
[195]Harris. K. J., Wheeler, A. R.,& Kacmar. K. M. Leader-member exchange and empowerment:Direct and interactive effects on job satisfaction, turnover intentions, and performance. The Leadership Quarterly,2009.20(3),371-382.
[196]Hartline. M. D.,& Ferrell, O. C. The management of customer-contact service employees:an empirical investigation. The Journal of Marketing,1996. 1(1),52-70.
[197]Heilman,M.E.,Block, C.J., Martell. R.F.,& Simon. M.C. Has anything changed? Current characterizations of men. women, and managers. Journal of Applied Psychology,1989,74(6),935-942.
[198]Heilman, M. E. Description and prescription:How gender stereotypes prevent women's ascent up the organizational ladder. Journal of social issues,2001, 57(4),657-674.
[199]Heilman, M.E.,Wallen, A.S., Fuchs, D.,& Tamkins, M.M. Penalties for success:Reactions to women who succeed at male gender-typed tasks.Journal of Applied Psychology,2004,89(3),416-427.
[200]Helgesen, S. The female advantage:Women's way of leadership.New York: Doubleday,1990.
[201]Herold, D.M., Fedor, D.B. Caldwell,,S. Liu, Y.The effects of transformational and change leadership on employees' commitment to a change:a multilevel study.Journal of Applied Psychology,2008,93(2)346-357.
[202]Herscovitch, L., Meyer, J.P. Commitment to organizational change:extension of a three-component model. Journal of Applied Psychology,2002,87(2), 474-487.
[203]Hill, N.S., Myeong-Gu,S., Kang, K.J.,Taylor, M.S.Building employee commitment to change across organizational levels:The influence of hierarchical distance and direct managers'transformational leadership. Organization Science,2012,23(3),758-777.
[204]Hisrich, R. D. and O'Brien, M. The Women Entrepreneur from a Business and Sociological Perspective, Proceedings,Conference on Entrepreneurship,1981, 1(1),21-39.
[205]Hisrich, R.D., Brush, C.G. The woman entrepreneur:implications of family, educational and occupational experience. Frontiers in Entrepreneurship Research,225-270. Wellesley, MA:Babson College,1983.
[206]Hisrish, R.D.& Brush, C. The woman entrepreneur:Management skills and business problems. Journal of Small Business Management,1984,22(1), 30-37.
[207]Hisrich, R. D.,& Brush. C. G. Women entrepreneurs:A longitudinal study. Frontiers of Entrepreneurship Research.1987.187.
[208]Hitt, M. A., Keats. B. W.,& DeMarie, S. M. Navigating in the new competitive landscape:Building strategic flexibility and competitive advantage in the 21st century. The Academy of Management Executive,1998,12(4).22-42.
[209]Hitt, M. A.,& Ireland. R. D. The intersection of entrepreneurship and strategic management research. Handbook of entrepreneurship,2000,45.
[210]Hitt, M. A.,& Ireland. R. D. Strategic entrepreneurship.In M. A. Hitt & R. D. Ireland, (Eds.), TheBlackwell encyclopedia of management:Entrepreneurship (pp.228-231). Oxford, UK:Blackwell Publishers,2005.
[211]Hmieleski, K. M.,& Ensley, M. D. A contextual examination of new venture performance:entrepreneur leadership behavior, top management team heterogeneity, and environmental dynamism. Journal of Organizational Behavior,2007,28(7),865-889.
[212]Hoang, H.,& Antoncic, B. Network-based research in entrepreneurship:A critical review. Journal of Business Venturing,2003,18(2),165-187.
[213]Hogg, M. A., Terry, D. J.,& White, K. M. A tale of two theories:A critical comparison of identity theory with social identity theory. Social Psychology Quarterly,1995,2(2),255-269.
[214]Hoobler, J. M., Hu, J.,& Wilson, M. Do workers who experience conflict between the work and family domains hit a "glass ceiling?":A meta-analytic examination. Journal of Vocational Behavior,2010,77(3),481-494.
[215]Howell, J.M.& Avolio, B. J. Transformational Leadership, Transactional Leadership, Locus of Control and Support for Innovation:Key Predictors of Consolidated- Business- Unit Performance. Journal of Applied Psychology, 1993,78(4),891-902.
[216]Howell. J. M.,& Hall-Merenda, K. E. The ties that bind:The impact of leader-member exchange, transformational and transactional leadership, and distance on predicting follower performance. Journal of Applied Psychology, 1999,84(5),680-694.
[217]Hughes, K.D., Jennings. J. E., Brush, C, Carter, S., Welter, F. Extending Women's Entrepreneurship Research in New Directions. Entrepreneurship: Theory & Practice,2012,36 (3).429-442.
[218]Hunt,J. G. J. What is leadership?. Sage Publications, Inc,2004.
[219]Hymowitz, C.,& Schellhardt. T. D. The glass ceiling. The Wall Street journal: A special report, the corporate woman (March 24). D1 (pp.4-5),1986.
[220]Ireland, R. D.,& Hitt. M. A. Achieving and maintaining strategic competitiveness in the 21st century:The role of strategic leadership. Academy of Management Executive,1999,13(1),43-57.
[221]Ireland, R. D., Hitt, M. A.,& Sirmon, D. G. A model of strategic entrepreneurship:The construct and its dimensions. Journal of Management. 2003,29(6),963-989.
[222]Ireland, R. D., Hitt. M. A.,& Webb, J. W. Entrepreneurial alliances and networks. Handbook of Strategic Alliances. Thousand Oaks. CA:Sage Publications,2005,333-352.
[223]Janssen,O., Van Yperen, N. W. Employees'goal orientations. The quality of leader -member exchange, and the outcomes of job performance and job satisfaction. Academy of Management Journal,2004,47(3),368-384.
[224]Janssen, O. Job demands, perceptions of effortreward fairness, and innovative work behavior. Journal of Occupational and Organizational Psychology,2000, 73(2),287-302.
[225]Janssen, O. Fairness perceptions as a moderator in the curvilinear relationships between job demands, and job performance and job satisfaction. Academy of Management Journal,2001,44(5),1039-1050.
[226]Jaussi, K. S.,& Dionne, S. D. Leading for creativity:The role of unconventional leader behavior. The Leadership Quarterly,2003,14(4), 475-498.
[227]Jennings, J. E.,& McDougald, M. S. Work-family interface experiences and coping strategies:implications for entrepreneurship research and practice. Academy of Management Review,2007,32(3),747-760.
[228]Kaiser, H. F. An index of factorial simplicity. Psychometrika,1974,39(1). 31-36.
[229]Kalleberg, A. L.,& Leicht, K. T. Gender and organizational performance: Determinants of small business survival and success. Academy of Management Journal,1991,34(1),136-161.
[230]Kaplan, R. S.,& Norton. D. P. Using the balanced scorecard as a strategic management system. Harvard Business Review,1996,74(1).75-85.
[231]Kark, R., Waismel-Manor, R.,& Shamir, B. Does valuing androgyny and femininity lead to a female advantage? The relationship between gender-role. transformational leadership and identification. The Leadership Quarterly,2012, 23(3),620-640.
[232]Katz, J.A.& Williams, P.M. Gender, self-employment and weak-tie networking through formal organizations. Entrepreneurship and Regional Development,1997,9(3),183-197.
[233]Kelley, D. J., Brush, C. G., Greene, P. G.,& Litovsky, Y. Global Entrepreneurship Monitor (GEM) 2010 Women's Report,2011.
[234]Kotter, J. P. Leading change:Why transformation efforts fail. Harvard Business Review,1995,73(2),59-67.
[235]Kozlowski, S. W.,& Klein, K. J. A multilevel approach to theory and research in organizations:Contextual, temporal, and emergent processes,2000,40.
[236]Krishnan, H. A.,& Park, D. A few good women—on top management teams. Journal of Business Research,2005,58(12),1712-1720.
[237]Kristof-Brown, A. L., Zimmerman, R. D.,& Johnson, E. C. Consequences of individuals'fit at work:a meta-analysis of person-job, person-organization, person-group, and person-supervisor fit. Personnel Psychology,2005? 58(2), 281-342.
[238]Kuratko, D. F. Entrepreneurial leadership in the 21st century. Journal of Leadership and Organizational Studies,2007,13(4),1-11.
[239]Krueger Jr, N. F., Reilly, M. D.,& Carsrud, A. L. Competing models of entrepreneurial intentions. Journal of Business Venturing,2000,15(5), 411-432.
[240]Lawrence, P. R., Lorsch, J. W,& Garrison, J. S. Organization and environment: Managing differentiation and integration. Boston, MA:Division of Research, Graduate School of Business Administration, Harvard University,1967.
[241]Leavitt, H. J. Some effects of certain communication patterns on group performance. The Journal of Abnormal and Social Psychology,1951,46(1), 38.
[242]Lee, D. M.,& Alvares, K. M. Effects of sex on descriptions and evaluations of supervisory behavior in a simulated industrial setting. Journal of Applied Psychology,1977,62(4),405-410
[243]Lester, S. W., Turnley, W. H., Bloodgood, J. M.,& Bolino, M. C. Not seeing eye to eye:differences in supervisor and subordinate perceptions of and attributions for psychological contract breach. Journal of Organizational Behavior,2002,23(1),39-56.
[244]Lewis, P. The quest for invisibility:Female entrepreneurs and the masculine norm of entrepreneurship. Gender, Work and Organization,2006.13(4), 453-469.
[245]Liden, R. C., Sparrowe, R. T.,& Wayne, S. J. Leader-member exchange theory: The past and potential for the future. Research in Personnel and HumanResources Management,1997,15(1),47-119.
[246]Liden, R. C., Wayne, S. J., Zhao, H.,& Henderson, D. Servant leadership: Development of a multidimensional measure and multi-level assessment. The Leadership Quarterly,2008,19(2),161-177.
[247]Lieberson, S.O., Connor, J. F. Leadership and organizational performance:a study of large corporations. American Sociological Review,1972,37(2). 117-130.
[248]Lin, N. Building a network theory of social capital. Connections,1999,22(1), 28-51.
[249]Lo, M. C., Ramayah, T., Min, H. W.,& Songan, P. The relationship between leadership styles and organizational commitment in Malaysia:role of leader-member exchange. Asia Pacific Business Review,2010,16(1-2),79-103.
[250]Locke, E. A. The nature and causes of job satisfaction. In M. D. Dunnette (Ed.), Handbook of industrialand organizational psychology:1297-1343. Chicago: Rand McNally,1976.
[251]Lovelace, K., Shapiro, D. L.,& Weingart, L. R. Maximizing cross-functional new product teams' innovativeness and constraint adherence:A conflict communications perspective. Academy of Management Journal,2001,44(4), 779-793.
[252]Low. M. B..& MacMillan. I. C. Entrepreneurship:Past research and future challenges. Journal of Management,1988,14(1),139-161.
[253]Lumpkin, G. T.,& Dess, G. G. Clarifying the entrepreneurial orientation construct and linking it to performance. Academy of Management Review, 1996,21(1),135-172.
[254]Manolova, T.S., Carter, N.M., Manev, I.M.,& Gyoshev, B.S. The differential effect of men and women entrepreneurs'human capital and networking on growth expectancies in Bulgaria. Entrepreneurship Theory and Practice,2007, 31(3),407-426.
[255]March, J. G.,& Olsen, J. P. The new institutionalism:organizational factors in political life. The American Political Science Review,1984,6(6),734-749.
[256]Markus. H.,& Nurius. P. Possible selves. American psychologist,1986.41(9). 954.
[257]Mair, J.,& Marti, I. Social entrepreneurship research:A source of explanation, prediction, and delight. Journal of World Business,2006.41(1),36-44.
[258]Mathieu, J.E.& Taylor. S.R.A Framework for Testing Meso-Mediational Relationshipsin Organizational Behavior.Journal of Organizational Behavior, 2007,28(1),141-172.
[259]Matthew, C. T. Leader Creativity as a Predictor of Leading Change in Organizations. Journal of Applied Social Psychology.2009,39(1).1-41.
[260]McCall, G. J.,& Simmons. J. L. Identities and interactions:An examination of human associations in everyday life (Rev. ed.),1978.
[261]McCarthy, Daniel J.; Puffer, Sheila M.; Darda, Sergei V. Convergence in Entrepreneurial leadership style:evidence from Russia. California Management Review,2000,52(4),48-72.
[262]Menzies, T. V., Diochon, M.,& Gasse, Y. Examining venture-related myths concerning women entrepreneurs. Journal of Developmental Entrepreneurship, 2004,9(1),89-108.
[263]Meyer, J.P., Srinivas, E.S., Topolnytsky, L.J. Employee Commitment and Support for an Organizational Change:Test of the Three-Component Model in Two Cultures. Journal of Occupational Organization Psychychology,2007, 80(2),185-211.
[264]Miles, M. B.,& Huberman, A. M. Qualitative data analysis:An expanded source book. Sage,1994.
[265]Miller, D.,& Friesen, P. H. Strategy-making and environment:The third link. Strategic Management Journal,1983,4(3),221-235.
[266]Miller, D. The correlates of entrepreneurship in three types of firms. Management Science,1983,29(7),770-791.
[267]Milliken. F. J. Perceiving and interpreting environmental change:An examination of college administrators' interpretation of changing demographics. Academy of Management Journal,1990,33(1),42-63.
[268]Mintzberg, H. Strategy-making in three modes (pp.41-53). Regents of the University of California,1973.
[269]Mintzberg, H. Crafting strategy. Harvard Business School Press,1987.
[270]Mirchandani, K. Feminist insight on gendered work:new directions in research on women and entrepreneurship. Gender, Work & Organization,1999.6(4), 224-235.
[271]Miron, E., Erez, M.,& Naveh, E. Do personal characteristics and cultural values that promote innovation, quality, and efficiency compete or complement each other?. Journal of Organizational Behavior,2004,25(2),175-199.
[272]Moore, J. F. The death of competition:leadership and strategy in the age of business ecosystems. New York:Harper Business,1996.
[273]Morris, M. H., Miyasaki, N. N.. Watters, C. E.,& Coombes, S. M. The dilemma of growth:Understanding venture size choices of women entrepreneurs. Journal of Small Business Management,2006,44(2),221-244.
[274]Murphy. G. B.. Trailer. J. W.,& Hill. R. C. Measuring performance in entrepreneurship research. Journal of business research,1996,36(1).15-23.
[275]Neider, L. A preliminary investigation of female entrepreneurs in Florida. Journal of Small Business Management,1987,25(3),22-29.
[276]Nelson, G.W. Information needs of female entrepreneurs. Journal of Small Business Management,1987,25(1),38-44.
[277]Neubert, M. J.,& Cady, S. H. Program commitment:A multi-study longitudinal field investigation of its impact and antecedents. Personnel Psychology,2001,54(2),421-448.
[278]Neves, P. Readiness to Change:Contributions for Employee's Level of Individual Change and Turnover Intentions. Journal of Change Management, 2009,9(2),215-231.
[279]Niehm, L. S. Retail superpreneurs and their influence on small communities. Unpublished Doctoral Dissertation, Michigan State University, East Lansing, Michigan,2002.
[280]Osborn, R. N.,& Vicars, W. M. Sex stereotypes:An artifact in leader behavior and subordinate satisfaction analysis. Academy of Management Journal,1976, 19(3),439-449.
[281]Oyserman, D., Bybee, D.,& Terry, K. Possible selves and academic outcomes: How and when possible selves impel action. Journal of Personality and Social Psychology,2006,91(1),188.
[282]Pandey, J.,& Tewary, N. B. Locus of control and achievement values of entrepreneurs. Journal of Occupational Psychology,1979,52(2),107-111.
[283]Parker, S. K.,& Collins, C. G. Taking stock:Integrating and differentiating multiple proactive behaviors. Journal of Management,2010,36(3),633-662.
[284]Parish, J.T., Cadwallader, S., Busch, P. Want to, need to, ought to:employee commitment to organizational change. Journal Organization Change Management.2008.21(1),32-52.
[285]Parry, K. W. Grounded theory and social process:A new direction for leadership research. The Leadership Quarterly.1998.9(1).85-105.
[286]Parvin, L., Rahman, M. W.,& Jia, J. Determinates of Women Micro-entrepreneurship Development:An Empirical Investigation in Rural Bangladesh. International Journal of Economics and Finance,2012,4(5).254.
[287]Peng, M. W.,& Luo, Y. Managerial ties and firm performance in a transition economy:The nature of a micro-macro link. Academy of management journal, 2000,43(3),486-501.
[288]Peredo, A. M.,& McLean, M. Social entrepreneurship:A critical review of the concept. Journal of world business,2006,41(1),56-65.
[289]Peters, T. J.,& Waterman, R. H. In search of excellence:Lessons from American's best-run companies. New York:Harper& Row,1982.
[290]Podsakoff, P.M., MacKenzie, S.B., Lee, J.Y.& Podsakoff. N.P. Common method biases in behavioral research:A critical review of the literature and recommended remedies.Journal of Applied Psychology,2003.88(5),879-903.
[291]Porter, M. E. Competitive advantage:Creating and sustaining superior performance. New York:Free Press,1985.
[292]Porter, M. E. Competitive advantage of nations:creating and sustaining superior performance. Simon and Schuster,2011.
[293]Porter, L. W., Crampon, W. J.,& Smith, F. J. Organizational commitment and managerial turnover:A longitudinal study. Organizational Behavior and Human Performance,1976,15(1),87-98.
[294]Powell, G. N.,& Butterfield, D. A. Sex, attributions, and leadership:A brief review. Psychological Reports,1982,51(3),1171-1174.
[295]Powell, G. N. Women and Men in Management.2nd. Ed. (Sage, Newbury Park, CA),1993.
[296]Powell, G. N.,& Butterfield, D. A. Investigating the "glass ceiling" phenomenon:An empirical study of actual promotions to top management. Academy of Management Journal,1994,37(1),68-86.
[297]Powell, G. N., Butterfield, D.A.,& Parent. J.D. Gender and managerial stereotypes:Have the times changed?. Journal of Management,2002.28(1), 177-193.
[298]Powell, G. N.. Butterfield, D. A.,& Bartol, K. M. Leader evaluations:a new female advantage?. Gender in Management:An International Journal.2008, 23(3).156-174.
[299]Quader,M.S. Characteristic model of successful women entrepreneurs in the UK. Journal of Services Research.2012,12(1),89-113.
[300]Ragins, B. R..& Cotton, J. L. Mentor functions and outcomes:a comparison of men and women in formal and informal mentoring relationships. Journal of Applied Psychology.1999,84(4),529.
[301]Rauch. A.,& Frese, M. Psychological approaches to entrepreneurial success:A general model and an overview of findings. International Review of Industrial and Organizational Psychology,2000,15(1),101-142.
[302]Rauch, A., Wiklund, J., Lumpkin, G. T.,& Frese, M. Entrepreneurial orientation and business performance:An assessment of past research and suggestions for the future. Entrepreneurship Theory and Practice,2009,33(3), 761-787.
[303]Renzulli, L. A., Aldrich. H.,& Moody, J. Family matters:Gender,networks, and entrepreneurial outcomes. Social forces,2000,79(2),523-546.
[304]Reuvers, M., Van Engen, M. L., Vinkenburg, C. J.,& Wilson-Evered, E. Transformational leadership and innovative work behaviour:Exploring the relevance of gender differences. Creativity and Innovation Management,2008, 17(3),227-244.
[305]Ridgeway, C. L. Gender, status, and leadership. Journal of Social Issues,2001, 57(4),637-655.
[306]Rogoff, E.G.& Heck, R.K.Z. Evolving research in entrepreneurship and family business:Recognizing family as the oxygen that feeds the fire of entrepreneurship. Journal of Business Venturing,2003,18(4),559-566.
[307]Rosa, P.,& Hamilton, D. Gender and ownership in UK small firms. Entrepreneurship Theory and Practice,1994,18(1),11-11.
[308]Rosa, P., Carter, S.,& Hamilton, D. Gender as a determinant of small business performance:Insights from a British study. Small Business Economics,1996, 8(3),463-478.
[309]Rosener, J. B. Ways women lead. Harvard Business Review,1990,68(6) 119-125.
[310]Rosener, J. B. America's Competitive Secret:Utilizing Women as a Management Strategy. Oxford University Press, New York,1995.
[311]Rowe, W. G. Creating wealth in organizations:The role of strategic leadership. Academy of Management Executive,2001.15(1),81-94.
312] Ruiz-Arroyo. M.,del Mar Fuentes-Fuentes,M., Bojica. A. M.,& Rodriguez-Ariza. L. Innovativeness and Performance in Women-Owned Small firms:The Role of knowledge Acquisition. Journal of Small Business & Entrepreneurship.2012.25(3).307-326.
[313]Ryan. M. K.,& Haslam, S. A. The glass cliff:Evidence that women are over represented in precarious leadership positions. British Journal of Management. 2005,16(2).81-90.
[314]Ryan, M. K.,& Haslam, S. A. The glass cliff:Exploring the dynamics surrounding the appointment of women to precarious leadership positions. Academy of Management Review,2007,32(2),549-572.
[315]Haslam, S. A.,& Ryan, M. K. The road to the glass cliff:Differences in the perceived suitability of men and women for leadership positions in succeeding and failing organizations. The Leadership Quarterly,2008,19(5).530-546.
[316]Ryan, M. K.,& Alexander Haslam, S. Glass cliffs are not so easily scaled:On the precariousness of female CEOs'positions. British Journal of Management, 2009,20(1),13-16.
[317]Ryan, M. K., Haslam. S. A., Hersby, M. D.,& Bongiorno, R. Think crisis-think female:The glass cliff and contextual variation in the think manager-think male stereotype. Journal of Applied Psychology,2011,96(3),470.
[318]Sagawa, S.,& Segal, E. Common interest, common good:Creating value through business and social sector partnership.California Management Review, 2000,42(2),105-122.
[319]Santos, F. M.,& Eisenhardt, K. M. Constructing markets and shaping boundaries:Entrepreneurial power in nascent fields. Academy of Management Journal,2009,52(4),643-671.
[320]Sarason, B. R., Sarason, I. G.,& Pierce, G. R. Social support:An interactional view. John Wiley & Sons,1990.
[321]Schein, V.E. The relationship between sex role stereotypes and requisite management characteristics.Journal of Applied Psychology,1973,57(2), 95-100.
[322]Schein, V.E. The relationship between sex role stereotypes and requisite management characteristics among female managers. Journal of Applied Psychology,1975,60(3),340-344.
[323]Schein, V.E. A global look at psychological barriers to women's progress in management. Journal of Social Issues,2001,57(4),675-688.
[324]Schreier,J. The female entrepreneur:A pilot study.Milwaukee, Wis:Centre for Venture Management.1975.
[325]Schumpeter, J. The theory of economic development:an inquiry into profits, capital, interest, and the business cycle. Cambridge:Harvard University Press, 1934.
[326]Schumpeter, J. A. Essays:On entrepreneurs, innovations, business cycles, and the evolution of capitalism. Transaction Books,1951.
[327]Schwartz, E. Entrepreneurship:A new female frontier.Journal of Contemporary Business,1976,5 (1),47-76.
[328]Schyns, B.,& Wolfram, H. J. The relationship between leader-member exchange and outcomes as rated by leaders and followers. Leadership & Organization Development Journal,2008,29(7),631-646.
[329]Scott, C. E. Why more women are becoming entrepreneurs. Journal of Small Business Management,1986,24(4),37-44.
[330]Sexton, D. L,.& Bowman-Upton, N. Female and male entrepreneurs: Psychological characteristics and their role in gender related discrimination. Journal of Business Venturing.1990,5(1),29-36.
[331]Sexton, D. L.,& Kent, C. A. Female executives versus female entrepreneurs. Journal of Entrepreneurship Research,1981,2(3),45-67.
[332]Shamir, B., House, R. J.,& Arthur, M. B. The motivational effects of charismatic leadership:A self-concept based theory. Organization science, 1993,4(4),577-594.
[333]Shamir, B.,& Howell, J. M. Organizational and contextual influences on the emergence and effectiveness of charismatic leadership. The Leadership Quarterly,1999,10(2),257-283.
[334]Shane, S.,& Venkataraman, S. The promise of entrepreneurship as a field of research. Academy of Management Review,2000,25(1),217-226.
[335]Sharfman, M.P., Shaft, T.M.,&Tihanyi, L. A model of the global and institutional antecedents of high-level corporate environemtnal performance.Business & Society,2004,43(1),6-36.
[336]Shinnar, R.S., Giacomin, O.,& Janssen, F. Entrepreneurial perceptions and intentions:The role of gender and culture. Entrepreneurship Theory and Practice,2012,36(3),465-494.
[337]Sonfield, M., Lussier, R., Corman, J.,& McKinney, M. Gender Comparisons in Strategic Decision-Making:An Empirical Analysis of the Entrepreneurial Strategy Matrix. Journal of Small Business Management,2001,39(2),165-173.
[338]Srinivasan. R., Woo, C.,& Cooper. A. Performance determinants for male and female entrepreneurs.In W.D. Bygrave. S. Birley. N.C. Churchill, E. Gatewood. F. Hoy, R.H. Keeley, et al. (Eds.).Frontiers of entrepreneurship research (pp. 43-56). Wellesley, MA:Babson Center for Entrepreneurial Studies,1994..
[339]Stephen. A. T. and Olivier. T. Deriving Value from Social Commerce Networks-Journal of Marketing Research,2010,47 (4),215-228.
[340]Stevenson, H. A perspective on entrepreneurship. Harvard Business School Working Paper,1983,9(4).384-131.
[341]Stevenson, H. H.,& Jarillo, J. C. A paradigm of entrepreneurship: entrepreneurship:Entrepreneurial management. Strategic Management Journal, 1990,11(1),17-27.
[342]Strauss. K.. Griffin, M. A.,& Rafferty, A. E. Proactivity directed toward the team and organization:the role of leadership, commitment and role-breadth self-efficacy. British Journal of Management,2009,20(3),279-291.
[343]Stryker, S. Symbolic Interactionism:A Social Structural Version. Menlo Park, CA:Benjamin Cummings,1980.
[344]Suchman, L. A. Plans and situated action. The Problem of Human-machine Communication. Palo Alto:Xerox Corp,1985.
[345]Surie,G.& Ashley, A.. Integrating pragmatism and ethics in entrepreneurial leadership for sustainable value creation. Journal of Business Ethics, 2008,81(1),235-246.
[346]Tan, J. Regulatory environment and strategic orientations in a transitional economy:A study of Chinese private enterprise. Entrepreneurship:Theory and Practice,1996,1(1),31-44.
[347]Tang, Z.,Dickson, P., Marino, L., Tang, J.,& Powell, B. C. The value of organizational ambivalence for small and medium size enterprises in an uncertain world. British Journal of Management,2010,21(4),809-828.
[348]Taylor, S. E. The interface between cognitive and social psychology. In J. Harvey (Ed.), Cognition, social behavior, and the environment (pp.67). Hillsdale, NJ:Lawrence Erlbaum Associates,1981.
[349]Teece, D. J. Technological change and the nature of the firm. Produced and distributed by Center for Research in Management, University of California, Berkeley Business School.1987.
[350]The Chinese Culture Connection.Chinese Values and the Search for Culture free Dimensions of Culture. Journal of Cross-Cultural Psychology.1987,18(2), 143-64.
[351]Thomas. A.B. Does leadership make a difference in organizational performance? Administrative Science Quarterly,1988,33(3),388-400.
[352]Thomas, J.P., Whitman, D. S., Viswesvaran, C. Employee proactivity in organizations:A comparative meta-analysis of emergent proactive constructs. Journal of Occupational & Organizational Psychology,2010.83(2),275-300.
[353]Tierney, P. Leadership and employee creativity. In J. Zhou.& C. E. Shalley (Eds.), Handbook of organizational creativity (pp.95-123). New York: Erlbaum,2008.
[354]Tundui, C., Tundui, H. Survival, Growth Strategies and Performance of Women Owned Micro and Small Businesses in Tanzania. International Journal of Business and Management,2012,7(1),143-155.
[355]Van den Bulte, and Stefan W. Social Networks and Marketing.Working paper, Marketing Science Institute,2007.
[356]vanDellen, M. R.,& Hoyle, R. H. Possible selves as behavioral standards in self-regulation. Self and Identity,2008,7(3),295-304.
[357]Van Fleet, D.,& Saurage, J. Recent research on women in management. Akron Business and Economic Review,1984,15(2),15-24.
[358]Van Zyl, H. J. C.,& Mathur-Helm. B. Exploring a conceptual model, based on the combined effect of entrepreneurial leadership, market orientation and relationship marketing orientation on South Africa's small tourism business performance. S Afr J Bus Manag,2007,38(2),17-24.
[359]Vecchio, R. P. Leadership and gender advantage. The Leadership Quarterly, 2002,13(6),643-671.
[360]Vecchio, R. P. Entrepreneurship and leadership:common trends and common threads. Human Resource Management Review,2003,13(2),303-327.
[361]Venkataraman, S. The distinctive domain of entrepreneurship research:An editor's perspective. Advances inEntrepreneurship, Firm Emergence, and Growth,1997,3(1),119-138.
[362]Venkatraman, N.,& Ramanujam, V. Measurement of business performance in strategy research:a comparison of approaches. Academy of Management Review,1986,11(4),801-814.
[363]Vera, D.,& Crossan, M. Strategic leadership and organizational learning. Academy of Management Review,2004.29(2),222-240.
[364]Verheul. I.,& Thurik. R. Start-up capital:" does gender matter?". Small Business Economics,2001.16(4).329-346.
[365]Vinkenburg, C. J., van Engen. M. L., Eagly,A. H.,& Johannesen-Schmidt, M. C. An exploration of stereotypical beliefs about leadership styles:is transformational leadership a route to women's promotion?. The Leadership Quarterly,2011,22(1),10-21.
[366]von Gelderen, M., Frese, M.,& Thurik, R. Strategies, uncertainty and performance of small business startups. Small Business Economics.2000,15(3). 165-181.
[367]Waddock, S. A.,& Post, J. E. Catalytic alliances for social problem solving. Human Relations.1995,48(8),951-972.
[368]Wang, Z.M. Managerial competency modeling and the development of organizational psychology:A Chinese approach. International Journal of Psychology,2003,38(5),323-324.
[369]Wang, D., Tsui, A. S., Zhang, Y.,& Ma, L. Employment relationships and firm performance:Evidence from an emerging economy. Journal of Organizational Behavior,2003,24(5),511-535.
[370]Wang, H., Law. K. S., Hackett, R. D., Wang, D.,& Chen, Z. X. Leader-member exchange as a mediator of the relationship between transformational leadership and followers' performance and organizational citizenship behavior. Academy of Management Journal,2005,48(3),420-432.
[371]Wang, H. X., Howell, J. M. Exploring the Dual-Level Effects of Transformational Leadership on Followers. Journal of Applied Psychology, 2010,95(6),1134-1144.
[372]Wang, H., Tsui, A.S., Xin, K.R. CEO leadership behaviors, organizational performance, and employees' attitudes.The Leadership Quarterly,2011,22(1), 92-105.
[373]Wang, H., Law, K. S., Hackett. R. D., Wang, D.,& Chen, Z. X. Leader-member exchange as a mediator of the relationship between transformational leadership and followers'performance and organizational citizenship behavior. Academy of Management Journal,2005,48(3),420-432.
[374]Wasserman N, Nohria N, Anand BN. When doesleadership matter? The contingent opportunities Vvew of CEO leadership. Strategy unit working paper no.02-04; Harvard Business School working paper no.01-063, Boston, MA. Available at http://ssrn.com/abstract=278652,2001.
[375]Watson, J.,& Robinson. S. Adjusting for risk in comparing the performances of male-and female-controlled SMEs. Journal of Business Venturing.2003, 18(6),773-788.
[376]Weerawardena, J.,& Mort, G. S. Investigating social entrepreneurship:A multidimensional model. Journal of world business,2006.41(1).21-35.
[377]Wu, J. B., Tsui, A.S., Kinicki, A. J. Consequences of Differentiated Leadership in Groups. Academy of Management Journal,2010,53(1).90-106.
[378]Yammarino, F. J., Dubinsky, A. J., Comer, L. B.,& Jolson, M. A. Women and transformational and contingent reward leadership:A multiple-levels of analysis perspective. Academy of Management Journal,1997,40(1),205-222.
[379]Yammarino, F. J., Dionne, S.,& Chun, J. U. Transformational and charismatic leadership:A levels-of-analysis review of theory, measurement, data analysis, and inferences. Leadership,2002,1(1),23-63.
[380]Yammarino, F.J., Dansereau, F. Multi-level Nature of and Multi-level Approaches to Leadership.The Leadership Quarterly,2008,19(2),135-141.
[381]Yammarino, F. J.,& Dansereau, F. Multi-level issues in evolutionary theory, organization science, and leadership. The Leadership Quarterly,2011,22(6), 1042-1057.
[382]Yin, R. Case study research. Beverly Hills, CA:Sage Publications,1984.
[383]York, J.G.,&Venkataraman, S. The entrepreneur-environment nexus: Uncertainty, innovation and allocation. Journal of Business Venturing,2010, 25(5),449-463.
[384]Yang, C. W. The relationships among leadership styles, entrepreneurial orientation, and business performance. Managing Global Transitions,2008, 6(3),257-275.
[385]Yukl, G. Leadership in organizations.5th ed., Prentice Hall, Upper Saddle River, NJ,2002.
[386]Zahra, S. A.,& Covin, J. G. Contextual influences on the corporate entrepreneurship performance relationship:A longitudinal analysis. Journal of Business Venturing,1995,10(1),43-58.
[387]蔡莉,赵镝,朱秀梅.女性创业特性研究.科学学与科学技术管理,2005,26(9),43-47.
[388]陈国权,李兰.中国企业领导者个人学习能力对组织创新成效和绩效影响研究.管理学报,2009,6(5),601-606.
[389]陈晓红,王思颖,杨立.变革型领导行为对企业绩效的影响机制研究——基于我国中小企业领导人的问卷调查.科学学与科学技术管理,2012,33(11),160-171.
[390]陈永霞,贾良定,李超平等.变革型领导、心理授权与员工的组织承诺：中国情景下的实证研究.管理世界,2006,1(1),96-105.
[391]邓今朝.水务企业突变式组织变革下团队多目标取向的形成机制与适应性关系研究：ASD演化视角.博士学位论文,浙江大学,2011.
[392]方杰,郑敏强,邱皓政.基于阶层线性理论的多层级中介效应.心理科学进展,2010,18(8),1329-1338.
[393]费涓洪.社会资本与女性创业.中华女子学院学报,2005,17(2),51-56.
[394]高秀娟.女性创业家个体、组织及环境特征的研究综述.妇女研究论丛,2009,4,85-90.
[395]侯杰泰,温忠麟,成子娟.结构方程模型及其应用.经济科学出版社,2004.
[396]胡怀敏,肖建.不同创业动机下的女性创业模式研究.经济问题探索,2007,8,24-39.
[397]胡怀敏,朱雪忠.创业动机，社会资本与女性创业.北京工业大学学报：社会科学版,2007,8(4),18-22.
[398]黄逸群.创业女性工作家庭平衡及其对绩效影响机制研究.博士学位论文,浙江大学,2007.
[399]霍伟伟,罗瑾琏.领导行为与员工创新研究之横断历史元分析.科研管理,2011,32(7),113-121.
[400]李超平,田宝,时勘.变革型领导与员工工作态度：心理授权的中介作用.理学报,2006,38(2),297-307.
[401]李凯.基于愿景释意行为视角的绿色创业导向与行动模型研究：以新能源企业为例.博士学位论文,浙江大学,2011.
[402]李嘉,张晓,杨忠.男女企业家创业行业选择差异的影响因素及其作用机制研究.科学学与科学技术管理,2010(2),183-188.
[403]李秀娟,魏峰.打开领导有效性的黑箱：领导行为和领导下属关系研究.管理世界,2006(9),87-93.
[404]李秀娟.“她”时代下的商界女性素描.上海：复旦大学出版社,2012.
[405]李雪灵,姚一玮, 王利军.新企业创业导向与创新绩效关系研究：积极型市场导向的中介作用.中国工业经济,2010，(6),116-125.
[406]廖志德.柔性领导.能力杂志,2000,(531),22-27.
[407]刘中起,风笑天.社会资本视阈下的现代女性创业研究：一个嵌入性视角.山西师范大学学报(哲学社会科学版),2010,37(1),61-92.
[408]玛丽·克劳福德,罗达昂·格尔.妇女与性别.北京：中华书局,2009.
[409]孟慧.变革型领导风格的实证研究.应用心理学,2004,10(2),18-22.
[410]钱永红.女性创业意向与创业行为及其影响因素研究.博士学位论文,浙江大学,2007.
[411]曲维鹏.创业型领导行为及其与创业绩效的关系研究.硕士学位论文,浙江大学，2005.
[412]盛南,王重鸣.创业导向构思的探索性案例研究.管理世界,2008(8)，127-137.
[413]盛南.社会创业导向及其形成机制研究.博士学位论文,浙江大学,2005.
[414]史清琪.2009中国女企业家发展报告：走出危机,踏上可持续发展之路.北京：地质出版社,2010,3-18.
[415]王登峰,崔红.中国人性别角色量表的建构及其与心理社会适应的关系.西南大学学报,2007,33(4),1-9.
[416]王凤彬,陈建勋.动态环境下变革型领导行为对探索式技术创新和组织绩效的影响.南开管理评论,2011,14(1),4-16.
[417]王辉,析蓉,徐淑英.中国企业CEO的领导行为及对企业经营业绩的影响.管理世界,2006(4),87-96.
[418]王辉,张文慧,析蓉,徐淑英.战略型领导行为与组织经营效果：组织文化的中介作用.管理世界,2011(9),93-104.
[419]王震,孙健敏,赵一君.中国组织情境下的领导有效性：对变革型领导、领导-部属交换和破坏型领导的元分析.心理科学进展,2012,20(2),174-190.
[420]王重鸣.心理学研究方法.北京：人民教育出版社,1990.
[421]魏峰,李秀娟.双因素领导结构的验证及其对组织承诺的影响机制研究.管理世界,2008,5(1),115-123.
[422]吴明隆.问卷统计分析实务--SPSS操作与应用.重庆：重庆大学出版社,2010.
[423]徐枞巍,于晓敏,吴旸.变革型领导与工作满意度现有研究之元分析.北京航空航天大学学报：社会科学版,2009,22(2),6-10.
[424]薛宪方,涂辉文.领导风格与个人主动性的关系研究.人类工效学,2011,17(2),5-10.
[425]严中华,林海,赵莉等.SEO领导风格对绩效影响的研究——基于创业导向视角的实证分析.技术经济与管理研究,2013(5),25-29.
[426]曾萍,邬绮虹.女性高管参与对企业技术创新的影响.科学学研究,2012,30(5)，774-781.
[427]张素玲.现代社会女性领导的发展优势分析.领导科学,2010(1),42-43.
[428]张鹏程,刘文兴,廖建桥.魅力型领导对员工创造力的影响机制：仅有心理安全足够吗?.管理世界,2011,10,94-107.
[429]张宇.论角色认同的重新定位.求索,2008,11(3),68-69.
[430]周晓虹.认同理论：社会学与心理学的分析路径.社会科学,2008,6(1),46-53.