Exploring entrepreneurial leadership and practices used by incubator managers in Norway and South Africa

Abstract

Entrepreneurship is a critical driver of economic growth with institutions including incubators playing a pivotal role in supporting the growth and development of startups. However, the effectiveness of incubation practices and the influence of entrepreneurial leadership within incubators remains underexplored, particularly across different countries and context settings. This study addresses this gap by examining how the entrepreneurial leadership behaviour of incubator managers shapes the incubation practices used to grow and develop startups in Norway and South Africa, two countries with contrasting entrepreneurial ecosystems. The study employed a qualitative, comparative case study methodological approach. Data was collected from multiple sources such as semi-structured interviews with incubator managers and startup founders, observations and secondary data. Thematic analysis was used and revealed that incubator managers in Norway exhibited trust-based, and network driven leadership, while South counterparts demonstrated resilience and adaptability, amidst, resource constraints. Despite employing similar incubation mechanisms including business support services, networking and resource allocation; their implementation varied significantly. Startups valued incubator managers with entrepreneurial experience, highlighting the importance of contextual sensitivity and strategic guidance. Challenges included balancing entrepreneurial leadership and operational demands, funding limitations and socio-economic disparities. The study contributes to theory by extending entrepreneurial leadership frameworks to include cultural and contextual dimensions, particularly within underrepresented African contexts.