Developing Personalized Leadership in Entrepreneurial Communities
In today’s dynamic business landscape, entrepreneurial communities, particularly those of independent professionals, are rapidly becoming the backbone of many industries.
As professionals increasingly opt for independent work, they seek environments that offer both the freedom of autonomy and the support and community of a traditional organization. This balance is essential, yet challenging, requiring a new kind of leadership—one that is both structured and personalized. This has lead to the emergence of community builder companies, who aim to meet the needs of clients by offering the services of freelancers and other entrepreneurs with various types of expertise, while building a community around themselves.
One size does not fit all
A case study conducted on We Love Mondays Oy (WLM), an entrepreneurial community of independent professionals, sheds light on the leadership needs within these environments. The research identifies three distinct professional personas, each with their unique challenges and preferences. In reality, there are probably many more personas out there, looking for their perfect community. For instance, some professionals prioritize community engagement, while others seek support in administrative tasks or flexibility in work environments. Such diverse needs make a one-size-fits-all leadership approach ineffective.
No matter what the field of operation, trust plays a crucial role in entrepreneurial communities, as the relationship between the professional, the client, and the community leader is often delicate.
The study reveals that independent professionals frequently encounter issues of broken trust, whether through unclear expectations, ethical misalignments, or unclear compensation structures. Trust is central to maintaining a positive working relationship, yet it is fragile, especially in entrepreneurial settings where professionals may feel that leadership is more focused on business outcomes than on their well-being. By definition, independent professionals are also free to leave and will vote with their feet if the collaboration does not seem fruitful.
This study focused on finding some of the key aspects necessary for creating the optimal environment for independent professionals. The concept of Minimum Viable Leadership (MVL) is useful in many settings, but especially in environments like this, that do not benefit from a traditional, directive leadership style. The MVL approach advocates for minimal, yet effective, leadership interventions — enough to guide and support professionals without stifling their independence or creativity. MVL emphasizes collaboration, transparency, and individually tailored support, ensuring that professionals feel empowered rather than controlled.
As traditional leadership models struggle to accommodate the complexities of freelance and entrepreneurial communities, adaptive leadership becomes crucial. By integrating service design methodologies, co-creation and empathy, leaders can continuously evolve their approach, making sure their practices remain responsive to the changing needs of their community members.
For organizations fostering entrepreneurial communities, it is vital to recognize that leadership should not only be about directing but also about listening and adapting. The future of work, especially in freelance and entrepreneurial contexts, will require leaders to be more agile, empathetic, and above all, personalized in their approach.
Thesis in Theseus:
Järvinen, M. (2024). Developing Leadership in a Community of Independent Professionals. Master’s Thesis. Turku University of Applied Sciences.
Picture made with Open AI DALL-E