Table II. Summary of scale items SN... | Emerald Publishing

Table II.

Summary of scale items

SN	Factor	Relevant themes analysed from the literature review	Reference
1	Innovativeness	Willingness to break free from established structures or systems Being transformatory by re-inventing organizations, communities and neighbourhoods Being innovative by creating new products, services or combination thereof for the benefit of the community at large Possessing a typical mindset manifested by a constant urge to solve social problems and thereby identify opportunities and summing resource to relentlessly pursue that opportunity Being resourceful by not being limited by resources at hand Experimenting with new or unusual approaches of problem solving Breaking the status quo by trying a unique way when learning new things rather than doing it like everyone else does	Hu and Pang (2013), Satar and John (2016, in press), Bornstein (2004), Kao (1995), Weerawardena and Sullivan (2006), Nga and Shamuganathan (2010), Mair and Marti (2006), Korosec and Berman (2006), Austin et al. (2006), Alvord et al. (2004), Sullivan et al. (2003), Zahra et al. (2008), Dees (1998a), Ernst (2018), Tiwari et al. (2017), Zampetakis et al. (2009), Bolton and Lane (2012), Hu and Pang (2013), Jelenc et al. (2015), Koe (2016), Drayton (2002), Sullivan et al., (2003), Roberts and Woods (2005) and Light (2009)
2	Risk taking	Willingness to take bold action for social problem solving Willing to invest a lot of time and/or other resources in the areas of social problem solving, with uncertain returns Tendency to engage in activities with higher personal risk, when perceived benefits to others are huge Acting “boldly” in situations where risk is involved	Hu and Pang (2013), Zhao and Siebert (2006), Satar and John (2016, 2019), Miller (2011), Kao (1995), Weerawardena and Sullivan (2006), Barendsen and Gardner (2004), Covin and Slevin (1991), Rauch et al. (2009), Levenburg and Schwarz (2008), Bolton and Lane (2012), Hu and Pang (2013), Jelenc et al. (2015), Koe (2016), Sullivan et al. (2003) and Light (2009)
3	Pro-activeness	Seeing opportunities where others see mere social problems Acting in anticipation of future social problems, needs or changes Ready to take action rather than wait for someone else to do it Aim to make the world a better place Forecasting problems and their solutions ahead Willingness to work quietly	Hu and Pang (2013), Kao (1995), Weerawardena and Sullivan (2006), Bornstein (2004), Covin and Slevin (1991), Rauch et al. (2009), Zampetakis et al. (2009), Claes et al. (2005), Lumpkin and Dess (2001), Bolton and Lane (2012), Hu and Pang (2013), Jelenc et al. (2015), Koe (2016) and Sullivan et al. (2003)
4	Social passion	Manifest strong compassion and commitment to alleviate suffering of others Enthusiastic about and committed to creating positive social value Ability to generate authentic trust among diverse agents Consider non-financial factors while taking decisions Often driven through empathy, spirituality or religion Sense of strong ethical or moral obligation Combines ideas, experiences and resources of people from different fields, which would otherwise not naturally come together	Austin et al. (2006), Sharir and Lerner (2006), Christie and Hong (2006), Lumpkin et al. (2013), Bornstein (1998, 2004), Miles et al. (2013), Coombes et al. (2011), Dees (1998a), Martin and Osberg (2007), Adler and Kwon (2002), Dees (1998a), Anderson and Jack (2002), Emerson and Twersky (1996), Satar and John (2016, in press), Sharir and Lerner (2006), Christie and Hong (2006), Satar and John (2016, in press), Nga and Shamuganathan (2010), Kim et al. (2010), Sharir and Lerner (2006), Li et al. (2009), Moshe and Lerner (2007), Andres (2013), Weerawardena and Mort (2006), Sharir and Lerner (2006), Christie and Hong (2006), Thompson et al. (2000), Emerson and Twersky (1996), Barendsen and Gardner (2004), Mair and Marti (2006), Dees (1998a), Drayton (2002), Sullivan et al. (2003), Roberts and Woods (2005), Light (2009) and Bornstein (1998)
5	Change management	Initiating and stressing the change and taking the necessary steps to implement the change Willingness to push beyond traditional boundaries Ability to adapt to different contexts, situations and people quickly and appropriately	Dees (1998), Leadbeater (1997), Lewin (1947), Drayton (2002), Miller (2011), Sullivan et al. (2003) and Light (2009)
6	Leadership	Motivating and mobilizing others though authentic leadership style Ability to lead and develop others Ability of optimally utilizing the scarce resources Visionary with drive, ambition and determination to communicate vision Setting goals, following up these goals and giving integrative feedback	Andres (2013), Mason (2012), Di Domenico et al. (2010), Sharir and Lerner (2006), Leadbeater (1997), Terziovski et al. (1996), Bornstein (2007), Drayton (2002), Johnson (2000), Emerson and Twersky (1996), Catford (1998), Alvord et al. (2004), Austin et al. (2006), Weerawardena and Mort (2006), Satar and John (2016, in press), Miller (2011) and Light (2009)
7	Networking	Ability to create and maintain a network of contacts with agents who are or will be useful in achieving the goals Ability to negotiate through leading or controlling a discussion, creating an environment for collaboration Tendency to initiate and manage a broad set of mutual relationships with managers, staff, volunteers and board members and making lasting commitments to strengthen long term relationships	Terziovski et al. (1996), Emerson and Twersky (1996), Catford (1998), Alvord et al. (2004), Austin et al. (2006), Leadbeater (1997), Satar and John (2016, in press), Thompson et al. (2000), Nga and Shamuganathan (2010), Hu and Pang (2013), Miller (2011) and Light (2009)
8	Dynamic personality	Integrative thinkers Emotionally intelligent Self-efficacy Self-control: ability to regulate themselves and know their own limitations Willingness to self-correct with regard to complex and changing circumstances Extroversion Neuroticism Interpersonal communication skills: storytellers: persuasive communication Agreeableness Agreeableness (foster social consensus in interpersonal relationships) Conscientiousness (strong sense of responsibility and need for achievement), openness to experience	Miller (2011), Bornstein (2004), Leadbeater (1997), Miller (2011), Zhao et al. (2011), Mair and Marti (2006), Mair and Noboa (2006), Tiwari et al. (2017), Nga and Shamuganathan (2010), Bornstein (2004), Barendsen and Gardner (2004), Miller (2011), Zhao et al. (2011), Light (2009) and Thompson et al. (2000)

SN	Factor	Relevant themes analysed from the literature review	Reference
1	Innovativeness	Willingness to break free from established structures or systemsBeing transformatory by re-inventing organizations, communities and neighbourhoodsBeing innovative by creating new products, services or combination thereof for the benefit of the community at largePossessing a typical mindset manifested by a constant urge to solve social problems and thereby identify opportunities and summing resource to relentlessly pursue that opportunityBeing resourceful by not being limited by resources at handExperimenting with new or unusual approaches of problem solvingBreaking the status quo by trying a unique way when learning new things rather than doing it like everyone else does	Hu and Pang (2013), Satar and John (2016, in press), Bornstein (2004), Kao (1995), Weerawardena and Sullivan (2006), Nga and Shamuganathan (2010), Mair and Marti (2006), Korosec and Berman (2006), Austin et al. (2006), Alvord et al. (2004), Sullivan et al. (2003), Zahra et al. (2008), Dees (1998a), Ernst (2018), Tiwari et al. (2017), Zampetakis et al. (2009), Bolton and Lane (2012), Hu and Pang (2013), Jelenc et al. (2015), Koe (2016), Drayton (2002), Sullivan et al., (2003), Roberts and Woods (2005) and Light (2009)
2	Risk taking	Willingness to take bold action for social problem solvingWilling to invest a lot of time and/or other resources in the areas of social problem solving, with uncertain returnsTendency to engage in activities with higher personal risk, when perceived benefits to others are hugeActing “boldly” in situations where risk is involved	Hu and Pang (2013), Zhao and Siebert (2006), Satar and John (2016, 2019), Miller (2011), Kao (1995), Weerawardena and Sullivan (2006), Barendsen and Gardner (2004), Covin and Slevin (1991), Rauch et al. (2009), Levenburg and Schwarz (2008), Bolton and Lane (2012), Hu and Pang (2013), Jelenc et al. (2015), Koe (2016), Sullivan et al. (2003) and Light (2009)
3	Pro-activeness	Seeing opportunities where others see mere social problemsActing in anticipation of future social problems, needs or changesReady to take action rather than wait for someone else to do itAim to make the world a better placeForecasting problems and their solutions aheadWillingness to work quietly	Hu and Pang (2013), Kao (1995), Weerawardena and Sullivan (2006), Bornstein (2004), Covin and Slevin (1991), Rauch et al. (2009), Zampetakis et al. (2009), Claes et al. (2005), Lumpkin and Dess (2001), Bolton and Lane (2012), Hu and Pang (2013), Jelenc et al. (2015), Koe (2016) and Sullivan et al. (2003)
4	Social passion	Manifest strong compassion and commitment to alleviate suffering of othersEnthusiastic about and committed to creating positive social valueAbility to generate authentic trust among diverse agentsConsider non-financial factors while taking decisionsOften driven through empathy, spirituality or religionSense of strong ethical or moral obligationCombines ideas, experiences and resources of people from different fields, which would otherwise not naturally come together	Austin et al. (2006), Sharir and Lerner (2006), Christie and Hong (2006), Lumpkin et al. (2013), Bornstein (1998, 2004), Miles et al. (2013), Coombes et al. (2011), Dees (1998a), Martin and Osberg (2007), Adler and Kwon (2002), Dees (1998a), Anderson and Jack (2002), Emerson and Twersky (1996), Satar and John (2016, in press), Sharir and Lerner (2006), Christie and Hong (2006), Satar and John (2016, in press), Nga and Shamuganathan (2010), Kim et al. (2010), Sharir and Lerner (2006), Li et al. (2009), Moshe and Lerner (2007), Andres (2013), Weerawardena and Mort (2006), Sharir and Lerner (2006), Christie and Hong (2006), Thompson et al. (2000), Emerson and Twersky (1996), Barendsen and Gardner (2004), Mair and Marti (2006), Dees (1998a), Drayton (2002), Sullivan et al. (2003), Roberts and Woods (2005), Light (2009) and Bornstein (1998)
5	Change management	Initiating and stressing the change and taking the necessary steps to implement the changeWillingness to push beyond traditional boundariesAbility to adapt to different contexts, situations and people quickly and appropriately	Dees (1998), Leadbeater (1997), Lewin (1947), Drayton (2002), Miller (2011), Sullivan et al. (2003) and Light (2009)
6	Leadership	Motivating and mobilizing others though authentic leadership styleAbility to lead and develop othersAbility of optimally utilizing the scarce resourcesVisionary with drive, ambition and determination to communicate visionSetting goals, following up these goals and giving integrative feedback	Andres (2013), Mason (2012), Di Domenico et al. (2010), Sharir and Lerner (2006), Leadbeater (1997), Terziovski et al. (1996), Bornstein (2007), Drayton (2002), Johnson (2000), Emerson and Twersky (1996), Catford (1998), Alvord et al. (2004), Austin et al. (2006), Weerawardena and Mort (2006), Satar and John (2016, in press), Miller (2011) and Light (2009)
7	Networking	Ability to create and maintain a network of contacts with agents who are or will be useful in achieving the goalsAbility to negotiate through leading or controlling a discussion, creating an environment for collaborationTendency to initiate and manage a broad set of mutual relationships with managers, staff, volunteers and board members and making lasting commitments to strengthen long term relationships	Terziovski et al. (1996), Emerson and Twersky (1996), Catford (1998), Alvord et al. (2004), Austin et al. (2006), Leadbeater (1997), Satar and John (2016, in press), Thompson et al. (2000), Nga and Shamuganathan (2010), Hu and Pang (2013), Miller (2011) and Light (2009)
8	Dynamic personality	Integrative thinkersEmotionally intelligentSelf-efficacySelf-control: ability to regulate themselves and know their own limitationsWillingness to self-correct with regard to complex and changing circumstancesExtroversionNeuroticismInterpersonal communication skills: storytellers: persuasive communicationAgreeablenessAgreeableness (foster social consensus in interpersonal relationships)Conscientiousness (strong sense of responsibility and need for achievement), openness to experience	Miller (2011), Bornstein (2004), Leadbeater (1997), Miller (2011), Zhao et al. (2011), Mair and Marti (2006), Mair and Noboa (2006), Tiwari et al. (2017), Nga and Shamuganathan (2010), Bornstein (2004), Barendsen and Gardner (2004), Miller (2011), Zhao et al. (2011), Light (2009) and Thompson et al. (2000)