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Definitions of entrepreneurial marketing (EM) abound. Unfortunately, a consensus definition and a unified description of the construct still eludes scholars in the field, as multiple frameworks of EM have been proposed without agreement on which is the most valid and what variables are critical to an EM framework. The purpose of this paper is to provide a more comprehensive definition and framework of EM.

Following a review of the extant literature pertaining to EM, as well as a brief review of the relevant literature regarding entrepreneurship in general, the authors identified a set of variables common and critical to this marketing approach. The authors then examined the historical case of Lillian McMurry, the founder of Trumpet Records, to provide a historical example of EM. Utilizing an abductive approach, the authors repeatedly analyzed the case alongside the salient literature.

Through a methodology of systematic combining, the authors were able to advance a more comprehensive framework and definition of EM.

The primary limitation of most single case studies is the issue of generalizability. However, the authors accept the trade-off between limited generalizability and the conceptual understanding that this historical case provided.

The proposal of a comprehensive definition and process framework of the relatively nascent construct of EM, supported by a historical case example, provides a solid base upon which future research can investigate the nuances of the variables critical to this emerging marketing approach.

This paper aims to show how industrial thinking has led to a myopic focus on individual leadership styles to the potential detriment of a broader understanding of leadership. Also, to present the Nez Perce leadership council as an exemplar of post‐industrial leadership. Finally, to demonstrate that a historical approach can be used effectively to elucidate such constructs.

A historical examination of the popular portrayal versus the actual functioning of the non‐treaty Nez Perce leadership council during the conflict of 1877.

Although Chief Joseph has often been considered the supreme leader of the Nez Perce during the conflict period (industrial view), the group was actually led by a leadership council, which functioned in the manner described by Rost and Smith as post‐industrial leadership.

Although the paper illuminates Rost and Smith's model, it does not attempt to assess the effectiveness of post‐industrial leadership, as the successes and failures of the Nez Perce during the conflict period could be attributed to other variables beyond the authors' scope. It is to be hoped, however, that future researchers will continue the debate concerning leadership and its peripheral elements.

It is suggested that contemporary organizational leaders should be focused on leadership beyond style and might consider the post‐industrial model for mutually satisfying influence, particularly with the team‐based and flattened structures common to the modern firm.

The use of a historical example and method to exemplify the contemporary model of post‐industrial leadership. Further, to demonstrate how industrial thinking has encouraged many to focus on the periphery of leadership.