An Empirical Study On The Relationships Among Entrepreneur’s Leadership, Entrepreneurial Team Behavior And Team Effectiveness

The new venture has become the engine of economic development，while how todevelope the new venture has become the major issues faced by the entrepreneurs.Thosewho hope that the sustainable management of the enterprise in the new century, the humancapital is the most important resource.However, after years of corporate organizationflattened, streamlining the quality of personnel, corporate organizations kept correction,restructuring, or reengineering.But in such an environment, it is still high-quality companieshave been born, also excellent corporate market disappeared.The reason, some researchersbelieve that a direct relationship with the operation of the team, some researchers think thisis the life cycle dictates, even some people think this may be in charge of the leadership andmanagement of key senior managerstelated.As for new ventures, and sustainablemanagement is that they pursue. High-quality resources necessary trained manpower. Buthow entrepreneurs lead team members to achieve efficient team effectiveness is a topicworthy of study and discussion, also a new record enterprises to long-term business and akey issue that must be addressed.In recent years, the progress of society, the rapid development of science andtechnology, and the competitive pressures of globalization, corporate organizationsincreasingly need effective communication, coordination among the members,in order tofacilitate the rapid and effective reaction to the needs of the environment. Because theseenterprise organizations have gradually recognized that the current job content is not onlybecoming more and more complex but also emphasize on the characteristics of coordinationthat can not be completed independently,they should Integrate the abilities andcharacteristics of each member to complete the task.it is especially important to newenterprise.Team-efficiency would be improved if team-behavior is harmonious.Under thefactor that team can create powerful force,the organization constantly depend on team workand it promptes the team to learn to improve the procedure and strategy in order to deal withthe complex changing of business environment. Peter Drucker in the book-Managing In ATime of Great Change)-also has pointed out thatteam has become the basic unit in mostenterprise and it is obvious that the structure based on team has been Irresistible trend In the era of knowledge-economy.It is equally important to the mature companies and the startups。 For theentrepreneurs,they must implement appropriate management and leadership according toteam members’ characteristics to develop their abilities and achieve the performance ofmaximization and optimization.Leadership styles are analyzed from the analysis of basic theories, such as humanresources theory,the definition of the leader and the Leadership-style theory. There is thedetailed research of the leadership style,beside,analysis the team interaction from teamconnotation,especially research on team interaction process from ten model and sum up thekey variables which effect on team interaction process and be selected. Then,commentaryto team performance research review, the last comprehensive review of these theories, theargument based on this study.Followed connotation defined variables and dimensions divided on the basis of theframework of the research model of this study, the main research content of this article thefollowing four points:(1)entrepreneurs leadership style (transformational leadership and transactionalleadership) on team performance(team performance, team satisfaction and teamcommitment)(2) the entrepreneur leadership style (transformational leadership and transactionalleadership) on the impact of team interaction (communication, social support, team cohesionand team conflict);(3) the impact of team interaction (communication, social support, team cohesion andteam conflict) on team effectiveness (team performance, team satisfaction and teamcommitment);(4) the effect of team interaction played intermediary between entrepreneurs leadershipstyle and team performance.Then carry out analysis of the relationship between the variables and related hypotheses,further elucidate the mechanism of the relationship between the variables, the main33ofthese assumptions included.After empirical study, we draw the following conclusions:(1) entrepreneurial team interaction and team performance. Specific to each dimension,we draw the following four conclusions, first of all, have a positive relationship between theentrepreneurial team internal communication behavior and team performance, team satisfaction and team performance; Second, a group of social support on team performance,the team in Montreal and team commitment had a positive impact; once again, the teamcohesion positively impact on team performance, team satisfaction and team commitment;Finally, team conflict on team performance, team satisfaction and team commitment hassignificant negative impact.(2) the entrepreneur leadership style and team performance. One of the conclusions ofthis study is the relationship between transformational leadership style and teamperformance, team satisfaction and team commitment assumptions proven transactionalleadership style has a significant impact on the the team driving school and team satisfaction,and team commitment the impact is not significant.(3) entrepreneurial leadership style and entrepreneurial team behavior. One of theconclusions is transformational leadership style to communicate with the team, the team ofsocial support and team cohesion has a significant impact. Conclusions is a negativecorrelation between the transformational leadership style and team conflict. Thattransformational leadership style embodies the better team conflict will be reduced, which isalso capable of supporting the above relationship, the transformational leadership style andteam performance significant relationship. Conclusions is transactional leadership style andteam communication and team cohesion has a significant impact, but for social support andteam conflict has no effect.(4) the interactive behavior of the entrepreneurial team mediating effect. According toMcGrath (1964) proposed the "IPO" paradigm, the paper argues that, where the "P" is theteam of interactive behavior, because of the leadership style of the entrepreneurs want toplay a role, can not do without the help and support of the team, especially the team needsFinally, in order to lead to the emergence of performance, therefore, the intermediary role ofthe entrepreneurial team interaction is valuable entrepreneurs specified by various ways andmeans to implement the strategic planning.The innovation of this paper is reflected in the following points.1.based on human resource management perspective and team interaction processperspective, building "IPO" research paradigm based on the entrepreneurial perspective, theleadership style of the entrepreneur, the entrepreneurial team interaction and teamperformance integrated into a comprehensive model, and the use of the country’s10The dataof the provinces and empirical research.2.for the first time to study their impact on team performance from the perspective of leadership style or leadership style.3.testing the mediating effect of team interaction.4.the first to examine the social support team interaction on team effectiveness.There are some research limitations of this article in these aspects below:1.The universality of the research conclusion. Though the survey area of this articlecovers ten provinces and cities in our country, of which there are both developed areas andmore developed areas. We haven’t collect data from the less developed areas such as thewest area. Yet this research conclusion possesses a certain generality, it doesn’t have theuniversality. So, to make it clear if this research conclusion could be applied throughout thecountry, the deep checkout of the data from other areas is required.2.There are four supposes in this article that haven’t been tested, which need the deepcheckout. The research object of this article is the new businesses, but the measure index ofthe variables is acquired based on the research of the mature companies. Moreover, becauseof the short existence of the new businesses, some characteristics haven’t emerged. Inaddition to some other various reasons, these supposes haven’t been tested. This article hassomewhat analyzed and explained the causes, but it still seems not to enough. In the futurewe might choose some typical cases for study, which can enhance the explanatory power.3. The mechanism of interaction of the interactive behaviors among entrepreneurialteams hasn’t been effectively revealed. One of the contributions of this article is theconformation for mesomeric effect of the interactive behaviors among entrepreneurial teams.But this article hasn’t deeply studied the internal mechanism of the interactive behaviors, andthe mutual influences among those behaviors. One kind of action, such as communication,might affect the cohesion, which could seriously influence the team effectiveness. Themechanism of action among these variables need to be deeply confirmed in the future.4.The transformation path from the style of leadership of the entrepreneurs to teameffectiveness. Though this article has confirmed the mesomeric effect of the interactivebehaviors among entrepreneurial teams, the transformation path from the style of leadershipof the entrepreneurs to team effectiveness still needs the deep study. That means we need todivide the interactive behaviors among entrepreneurial teams into several dimensionalities.The research of the different dimensionalities’ effects on the transformation from the style ofleadership of the entrepreneurs to team effectiveness might make a bigger difference to thedevelopment of the new businesses. Therefore, the research for the entrepreneurs’ leadershipstyle and team performance from different perspectives based on entrepreneurial team interaction behaviors will become one of the focuses of attention in the future.5. From the time phase perspective, the entrepreneurial teams in this research can beroughly divided into team to establish initial, team growth stage, mature stage and teamgoals period. The entrepreneurial teams in different stages have different outcomes, due tothe interactions of each other. For example, in the process of creating new enterprises, team’ssatisfaction may reduce due to the disagreement of each other’s ideas, comments. Thesatisfaction and commitment among team members is vulnerable to the time, events ormember trait. And the effect differs in different stages. This study did not scale the changingresults of the whole start-up enterprises to create and develop from the beginning to the end.Because of the limitation of the time, we adopt the cross section of the questionnaire, whichmay cause the result of not acquiring the expected conclusion.6.There are many reasons which may affect team performance. But in this article, weonly use the entrepreneurs’ leadership style, which consists of transformational leadershipstyle, transactional leadership style and entrepreneurial team interaction behavior. Thefactors that have been considered are only communication, social support, cohesion andconflict. Subsequent researchers still can consider joining other variables in the future, suchas the team leader, the composition of the team, the team structure, the characteristics of themembers and so on.As a combination of the various results, we put forward some proposals for futureresearch here:(1)Use "output-process-output" frame in the study of team performance.(2) Carry out the validation study based on the influence factors of other team’seffectiveness.(3) Develop the local research variable scale.