Abstract
This paper explores the relationship between leadership and networks in entrepreneurial firms. A historical perspective is adopted to consider how leadership evolves and develops over time in an entrepreneurial setting, based on how leaders draw on networks in which they are embedded. Findings from a qualitative study of an organisation operating for over 70 years and including over 50 business-owning families are presented. These show that networks not only shape and define the leadership of the entrepreneurial firm, but also that firm’s evolution, growth and development are the result of how networks entwine with leadership. These findings are theorized in the form of an entrepreneurial life-cycle model that is driven by the form and reach of embedded network connections and draws on Leader-Member Exchange (LMX) theory. The paper concludes with some thoughts on the benefits of networks for practicing leaders.