ABSTRACT

How do the distinctive managerial challenges of hybrid organizations appear in practice? Which skills can be taught to respond to those challenges? These important questions are investigated based on, first, an in-depth study of social incubators/accelerators and social ventures (SVs). Second, building upon the ‘paradoxical leadership model for social entrepreneurs’, the study associates the specific challenges in practice with the model’s specific skills. This study has value not only for the social entrepreneurship (SE) literature but also for SE educators, social incubators/accelerators and social entrepreneurs who are all engaged in the capacity building of SVs.

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