Examining Leadership and Stakeholder Relationships of Social Entrepreneurs: A Stewardship Approach

Social entrepreneurship addresses social problems using innovative business strategies and concepts to create a non-profit or for-profit organization/venture whose primary objective is to lessen a specific problem affecting a given population. This definition is consistent with the work of researchers such as Dees & Anderson (2006), Mort, Weerawardena, & Carnegie (2003), and Pomerantz (2003). For the purposes of this paper, this definition serves as the fundamental conceptualization of social entrepreneurship. In an effort to improve the welfare of society, the phenomenon of social entrepreneurship must be studied because of the economic and social value it generates. Research does not explain the relationship between social entrepreneurial management skills and stakeholders engaged in social enterprise, but this area of study is significant because these stakeholders’ motivation is essential to accomplishing whatever the goal of the social enterprise may be. My research will examine the relationship and leadership/organizational qualities needed to be successful by reviewing literature relevant to this topic. Analyzing the effectiveness of social enterprises through the stewardship theory, I aim to describe and explain what leadership skills increase stakeholders’ motivation, and attract volunteers and donors, as well as what organizational qualities are needed for a social venture to be successful. The results of my inquiry show that the most important skills for social entrepreneurs to possess are innovativeness, the ability to be risk- takers, and proactiveness. In addition, it is crucial that social entrepreneurs possess the ability to be advocates and develop a strong relationship with stakeholders.Ope