While heavily emphasized within for-profit organizations, little is understood regarding the role of entrepreneurial leadership in the development, growth, and sustainability of non-profit enterprises. The fundamental logic of entrepreneurship is less apparent in this context given the social mission and multiple stakeholders involved. Building on findings regarding entrepreneurial orientation (EO) within for-profit organizations, a model of antecedents, correlates, and outcomes of entrepreneurship in non-profits is developed and tested. Emphasis is placed on the relationship between EO and the market orientation (MO) of the non-profit. The findings demonstrate that entrepreneurship has a legitimate role in non-profits, and the work climate can be designed to affect levels of entrepreneurship. Further, EO is associated with aspects of market orientation, but not with financial performance. Implications are drawn for theory and practice.
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