Abstract:
The research paper looks into the effectiveness and challenges of adopting the 'entrepreneurial hustle' mindset among senior managers in established companies during prolonged crises. It investigates the role of intergroup leadership in promoting an entrepreneurial culture within organisations, as well as practical strategies for senior executives to foster such an environment. The study's goal is to identify barriers to adopting this mindset, understand the dynamics of leadership that support entrepreneurial practices, and develop actionable recommendations for senior managers to navigate and thrive in a permacrisis environment. The research paper goes on to explain how senior management teams can use entrepreneurial hustle within the context of intergroup leadership, particularly during times of permacrisis. It delves into the complex relationship between leadership styles and the entrepreneurial mindset, focusing on how leaders can encourage innovation and adaptability during difficult times. The paper also investigates the various barriers to the adoption of this approach, providing suggestions for overcoming these obstacles. It adds to our understanding of how established companies can remain agile and innovative by drawing parallels between how entrepreneurial ventures and large organisations manage crises effectively. This study is critical in providing a nuanced view of leadership and entrepreneurship in light of ongoing global challenges. This research adds to both academic knowledge and practical managerial strategies for dealing with the complexities of today's organisational challenges.
