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Excellent management is often methodical and conservative. Therefore, effective leadership is always required to drive entrepreneurship sustainability. Leaders play primary and accessory roles. The primary roles include the leader's role as a visionary and planner, while the accessory roles include that of being a role model because of his position in the organization. A leader needs to guide the corporation on strategic goals and targets and be involved in short and long-term planning in the organization. There will always be the need to delegate duties where possible, and as far down the organizational hierarchy as practicable, consistent with ability and competence. Sustainability can thrive more through effective management education, training and development so as to create knowledge-based entrepreneurship culture as a foundation for a learning organization. Creating a learning organization is a global imperative because, ultimately, the leaders of the future require four important traits. They need to master internal markets and have a keen sense of external markets; they need to have a great relationship with people, a sound idea of ICTs, and a good understanding of how to perform exceptionally everywhere in the world. The study recommends that management succession planning driven by leadership must become a strategic game changer for global entrepreneurship sustainability. [ABSTRACT FROM AUTHOR]

This study investigates how entrepreneurs and visionary leaders formulate a vision, how they think about vision, how visions arise and what should constitute a sound vision. The literature emphasizes the importance of visions or visioning as a core component of entrepreneurship, leadership, and strategy, and it showed a strong link between vision(ing) and innovation. The literature also suggests that there are several attributes of visions, as well as many vision types that may potentially segment the entrepreneurs’ visions. A qualitative approach was used for this study and interviews were carried out with experienced entrepreneurs. The study found that entrepreneurs generally have visions regarding their business ventures and opportunities. Most visions are structured, even though there are certain instances where visions are unstructured and spontaneous. Entrepreneurs regard the visioning process as crucial for their success and the consensus among the entrepreneurs interviewed is that visioning as a core competency can be developed. [ABSTRACT FROM AUTHOR]

The study examines the impact of leadership on entrepreneurship and innovation. It is found that leadership impacts the potential of the entrepreneur, and the (entrepreneur as) innovator. Leadership also impacts entrepreneurship and innovation through a number of practical aspects. The impact of leadership on entrepreneurship is strongly dependent on the definition of leadership, and the measure used to assess leadership. Leaders and entrepreneurs, and also leaders and innovators, share a number of common skills and competencies. The entrepreneur naturally and inadvertently develops leadership skills and competencies as he develops and matures. Consequently, the development of the entrepreneur can be enhanced and accelerated through the development of leadership skill and competency. Strategic leadership forms an important aspect of entrepreneurship. A number of factors, like culture and market, impair the power and influence of the entrepreneur. It is the entrepreneur as a strong leader, who is able to rise above this. Leadership as a concept is not always fully understood by entrepreneurs, and it impacts the performance and success of entrepreneurs. Recognition of leadership and fear of failure are prominent factors that impair leadership, and consequently entrepreneurship success. Innovation can be seen as exerting influence over a context, etc., in order to shape it. Leadership and leadership process form part of innovation method and thereby affect the sustainability of innovation and innovativeness. Leadership equally affects the effectiveness and accuracy of innovation, and leadership helps to manage and direct the uncertainty associated with the innovation process. [ABSTRACT FROM AUTHOR]