Entrepreneurial leadership vision in nonprofit vs. for-profit organizations

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This paper explores the role that entrepreneurial leadership vision plays in the entrepreneurial process of nonprofit and for-profit ventures. The results indicate significant differences in the meaning of vision articulated for each type of venture. Differences between ventures were also found with regard to the relationship that vision has with the ventures' strategies and performance. In the nonprofit organizations vision was associated with a wide-range strategy as well as the ventures' performance and growth. In addition, wide-range strategy partially mediated the relationship between the ventures' vision and its performance and growth. In business enterprises, vision directly predicted only a differentiation strategy, which also mediated the relationship between vision and the ventures' performance and growth. In contrast, a wide-range strategy in these organizations actually reduced growth. These findings contribute both to the literature on vision as well as to the literature on entrepreneurship.

Original languageEnglish
Pages (from-to)144-158
Number of pages15
JournalLeadership Quarterly
Issue number1
StatePublished - Feb 2010


  • Comparison
  • Entrepreneur
  • Social entrepreneurship
  • Vision

ASJC Scopus subject areas

  • Business and International Management
  • Applied Psychology
  • Sociology and Political Science
  • Organizational Behavior and Human Resource Management


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