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The purpose of this study is to discuss the way future workplaces may operate and how careers will be developed under possible extreme scenarios.

We propose a thought-provoking conceptual discussion of the challenges for people’s careers under such scenarios.

We identified four such possible extreme scenarios and elaborated on the theoretical knowledge regarding the essence of each scenario. We discussed their impact on future workplaces in general and on careers in particular. These are (1) highly developed artificial intelligence and other cyber entities; (2) massive immigration due to wars, refugees and other forces; (3) widescale de-globalization; and (4) major global recession.

Employing the career ecosystem and sustainability theories, we identify possible outcomes and implications for theory as well as practice of managing careers under these extreme scenarios. This offers a novel perspective for individuals, organizations and policymakers at national and global levels.

This paper aims to discuss findings from a study which explored the lived experiences of leadership among owner-managers and employees of growing entrepreneurial firms. In doing so it contributes to the conceptual development of entrepreneurial leadership via shared leadership theory and qualitative empirical material.

The study utilised a qualitative, interpretivist and comparative case study approach. Findings were developed from the analysis of 38 interviews conducted with organisational members of 5 entrepreneurial firms located in the northwest of England.

The findings illustrate an understanding of shared entrepreneurial leadership, which is premised upon organisational ownership and characterized by three mutually interacting forms of influence in the settings of interest. These three forms of influence are: (1) hierarchical downward influence, which includes (2) empowerment as a means of enabling employees so they are positioned to influence work processes and (3) lateral peer influence within teams.

This paper also highlights the importance of organisational ownership as a contextual factor that may influence entrepreneurial leadership. It offers recommendations for further research in this regard to develop entrepreneurial leadership research.

For practitioners, this paper highlights the dynamics of a more collectivist approach to leadership and how this might be practiced within entrepreneurial firms. The findings illustrate more trust, delegation and empowerment on the part of hierarchical leaders and mutuality and co-performance on the part of organisational members as all involved work collaboratively towards objectives associated with venture-building.

This paper contributes a contextualised, nuanced account of shared leadership processes and dynamics in owner-managed, growth-oriented entrepreneurial firms, representing the first to do so via qualitative insights in entrepreneurial leadership research.