Entrepreneurs Are Born and Not Nurtured

Entrepreneurs Are Born and Not Nurtured

In my point of view every debate has to sides, and “what born an entrepreneur” but according to the arguments from previous many decades neither side capable to finally prove their case. According to many people entrepreneur must possess personality traits like vision, drive and passion that are inborn and cannot be taught. Others discuss that skills of operating a business, motivating a people and evaluating opportunities are easily passed on to excited or eager students to be entrepreneurs. The fact is that both types of arguments are right and it is time for compromise, “entrepreneurs are born and can be trained”. Some people immediately start a business due to their inherent entrepreneur qualities, others will have trained and studied hard and long before doing so, and both enjoy success.

The need to comprehend entrepreneurship has been gained a great importance to get success in corporate business (Dess et.all,2003). Entrepreneurs pursue and identify solutions among problems, opportunities among challenges and possibilities among needs (Byers, Dorf, and Nelson, 2001). The entrepreneur is an imaginative, bold deviator from commenced business practices and methods who regularly tries the opportunity to introduce new technologies, products, arrangements and processes in the entire world. Successful entrepreneur must have the basic internal capabilities to cope with challenges that are aroused during a startup. The most vital personal characteristics of entrepreneurs are reasonable intelligence, optimistic disposition, good health, perseverance, lengthy attention span and love of people.

Entrepreneurship has critical importance with respect to change in entire aspects of society. It empowers individuals to attempt opportunities to resolve insurmountable problems and issues. From previous century, the role of entrepreneurs have been increased in the creation of enterprises that lead to improved productivity, job creation, higher quality of life and increased prosperity. Now it is contributing to solutions of society’s huge challenges like environment, energy, health, education and security. They use technology and innovation to foster activity and positive impact in entire facets of life. The capable and successful entrepreneur learns to select, identify, describe and communicate the essence of opportunity that has a great potential or role to become a successful venture. The entrepreneur is capable to explain the potential contributions of a venture and develop the business design that leads to sustainability and competitive advantage (Byers, Dorf, and Nelson, 2001).

Entrepreneurs born or made: The initial concept is that entrepreneurs are born and also they can be trained. Now I want to explain my views with the arguments of various researchers and scholars. Various researchers and scholars have various views about the current topic but all has emphasized the importance of entrepreneurship. According to author entrepreneurs are born and cannot be made or trained. They differentiated on the basis of insatiable desire for an inherent love and success of entire things entrepreneurial. They have built in qualities for developing long lasting business by dealing with various risks, challenges and hazardous issues. They have strong positive behavior toward initiation of new things or innovations (Ericksen, 2002). Ericksen had strong hard views regarding the current topic. In 2001, three authors gave contrast views regarding entrepreneurs. They said entrepreneurs can be trained. According to author attitude of entrepreneur impacts the initial success of venture and the same attitude require to show with employees of organization to continue the power of entrepreneur that develops competitive advantage. Authors say “you can hire attitude, and everything can be trained to get a success (Byers, Dorf, and Nelson, 2001).

Professor of psychology, Alan Jacobowitz did interview over 500 entrepreneurs and concluded that entrepreneurs are innate and cannot be trained. He tells the common personality traits of entrepreneurs like independence, restlessness, high self-confidence and tendency to be a loner. Professor was adopted static approach and many other researchers were also support the view of professor (McFadzean, O’Loughlin, and Shaw, 2005). Further authors said that tells the motivation, desires, ability to project their schemes or ideas into future, turn their ideas into reality and backing their judgments into persistence and action are some basis and unique qualities of entrepreneurs. They are also opportunity seekers. There is no any difficulty to find the entrepreneurs because two are not the same so it is easy to point out who is entrepreneur. Some entrepreneurs are introverts and some are extroverts, some have family background of entrepreneurship while other do not have, some start from wealth and other begins with poverty, some are old and some are young.

Entrepreneurs Are Born and Not Nurtured
Entrepreneurs Are Born and Not Nurtured

The question regarding “entrepreneurs are born no can be trained” is main point of focus for many researchers and academic scholars. Regarding this issue many scholars have divergent views. Frakes, author of instinct believe that entrepreneurs are born and DNA of entrepreneurs, their genetics and personality play a pivotal role in whether they become a good entrepreneur or not. To become a successful entrepreneurs five big personality traits are required that include emotional stability, extraversion, conscientiousness, agreeableness and openness to change. These traits cannot be created through training. But in the contrary, Professor Neal Thornberry said that entrepreneurs are not only born but can be trained to become successful through creating and learning the specific inherits characteristics. Thornberry also give the examples of Fred smith (founder of Fedral Express) and Herb Kelleher (southwest Airlines co-founder) and said both entrepreneurs got success after long term commitment and many years of diligent preparation (Thornberry, 2003).

Herb Kelleher replied in his interview taken by Thornberry on the issue of whether entrepreneurs are born or not. He said six inborn traits cannot be trained into entrepreneurs include good health, reasonable intelligence, lengthy attention, optimistic disposition, love of people and perseverance. These six traits further classified into three basic points of health, attitude and intelligence. Herb gave the more importance to attitude from all personal characteristics and it only the one that cannot be trained or made. He reflects the right attitude to be crucial and it cannot be trained. On the other hand, several teachable capabilities that can increase chances of success like ability to set goals and listening (Thornberry, 2003).

Herb tell that other than innate skills there are many skills that can be learnt and taught, that better contribute for entrepreneur’s success. These skills include broad education and knowledge, capability to play enthusiastic advocate, listening skills, capability to focus on goals and set priorities, capability to screen out the vital ideas and things from unimportant and pleasant skepticism. According to herb, lucid vision and ability to communicate it deliberately to others are most vital skills and capabilities required by successful entrepreneurs. Therefore, entrepreneurs are trained and born, and need a blend of these two to become successful. The entrepreneur’s natural born characteristics are foundations or building blocks on which they can build upon (Thornberry, 2003). Modern entrepreneurs require range of various skills like strong ability to communicate in complex and abstract situations effectively (Ericksen, 2002).

From previous two decades many efforts has been made to establish programs to teach ambitious and eager people to realize their entrepreneur potential and start their own business effectively. This is a good notion with a long term goal. But some proficiency like find funding sources or developing a business plan can be learned or taught while basic profile of entrepreneur is imbedded in the structure of personality. There are two fundamental needs that recognized the importance of entrepreneur, they are recognition and control. Most entrepreneurs starts their own businesses because cannot do business in others control. They like to run independent business where they can show their extra ordinary efforts and abilities to gain more and more profits and productivity. They are self-sufficient and self-confident people who have courage to take initiation and deal haphazard or hazardous issues effectively for the best interest of their enterprise (Laser, 2007).

It has been long standing discussed all over the world whether entrepreneurs are born or is it mandatory for them to study and work hard to become entrepreneurs. It has been found that some people became good entrepreneurs with a single amount so it was their luck to gain the potential position. There are some characteristic which is necessary for entrepreneurs to adopt them and become a good entrepreneurs (McCubbrey, 2009): The main characteristics of entrepreneurs are depicted below:

Vision: entrepreneur must able to communicate and create a lucid vision and easily comprehend able mission for the new venture in order to launch a novel business successfully. This can be accomplished through great and extra ordinary qualities of leadership. It is necessary to extra ordinary influence people to accomplish vision and mission of enterprise. Leadership qualities have great importance for entrepreneurs. Successful entrepreneurs are good leaders. Leadership is the ability to influence other to accomplish organizational goals (Robbins and Coulter, 2007). Leaders give the clear direction to their followers toward the goals. They give the motivation to their followers so that followers can ready to accomplish the extra and targeted tasks for the best completion of organizational goals and objectives. Further, vision tells the entrepreneurs what they want to become and mission tells that what is their business or what they want to accomplish in the larger business environment.

Creativity: It refers to the ability to inject uniqueness and imagination into a novel business venture. It also the ability of entrepreneur to create new products, ideas, processes, techniques to become a good and successful entrepreneur in the world. It enables the entrepreneur to offer new venture in the market with novel strategies to cope with stronger competition. Further, creativity leads to enhance the profitability of enterprise through offering and developing novel products or ideas. This profitability and productivity leads to get the competitive advantage in the market to maintain the position of sustainable market leadership. Leaders or entrepreneurs shape the culture of organization through their creative abilities. Therefore, creative mind entrepreneurs cannot get success for their enterprises.

Focus: It is the ability of entrepreneur to sustain the vision of enterprise with steadfast diligence and passion. So it is necessary for entrepreneurs to emphasis on their vision and mission to maintain the sustainable competitive advantage of their enterprises. It is easy for entrepreneurs to get diverted especially in case to accomplish their original vision. Paradoxically, many entrepreneurs get bored easily. Therefore, it is the need of current competitive era; entrepreneurs should emphasis on their goals and remain focus on them for long term basis instead the completion of single task. Passion: Desire to get success under their own initiation for business venture is also the quality of every entrepreneur. It is mandatory for leaders to maintain extra ordinary enthusiasm and passion to accomplish their goals and objectives. Leaders have the ability to create thrill and passion in their followers to accomplish the organizational goals with great zeal and enthusiasm. In this regard motivation has great role. Leaders give motivation to their followers which create the sense of accomplishment in followers toward their goals. Overall motivation has positive impact throughout organizational setting.

Drive: Entrepreneurs have an intrinsic energy to attain the goals of business even in the situation of adversity. They work through showing extra ordinary drive in the larger competitive environment to maintain the sustainability of their enterprises. Strong drive to get success enables the entrepreneurs to cope with unique problems and situations which ultimately support for organizational success. Perseverance: It is the ability of entrepreneurs to remain faced or keep going when faced with insurmountable obstacles. This tendency of entrepreneurs shows their great commitment and zeal toward organizational goals. Opportunistic nature: Ability to see the possibilities before their occurrence or existence. It enables the entrepreneurs to take the advantage of upcoming trends or combine unrelated processes to develop an innovative business venture. This quality can lead to get competitive advantage in the market with comparative innovations related to products, ideas, processes and methods. Today there is era of global competition so it is mandatory for entrepreneurs to create the competitive advantage for their enterprises in the market with their great nature to find the new opportunities. Ability to solve problems: Successful entrepreneurs have thrives on going on exact solutions to complex or abstract problems or issues. It is very necessary ability to cope with haphazard situations.

Frugality: Ability to know about how to stretch every single dollar so that expenditures keep as low as possible. Empathy: It is the capability to put you in front of others and so able to show understanding and sensitivity of what other are communicating or wants in the beginning environment. Social Responsibility: The today’s entrepreneur’s common characteristics are caring, ethics and humanitarianism. Spirituality: It has been found that all successful entrepreneurs devote their time to develop spirituality. Positive affirmations and meditation are two basic examples of spirituality. Good Timing: Ability to identify a better market opportunity and knowledge about the optimum time to introduce a novel venture or expand existing enterprise. This quality has great importance in today’s business environment. The last characteristic entrepreneurs are luck which has great contribution in their success. In the world, luck has vital role in every field of life. If there is no luck, there is no success.

Examples of EntrepreneursBill Gates, a founder of Microsoft is an innate or inborn entrepreneur of the world and also he is the richest person of the world. He became entrepreneurs in the age of 13 years by developing software. Bill Gates change world of computer. He is the most teen ager billionaire of the world.

Another example of inborn entrepreneur is Mark Zukurburg, a founder of Facebook. He also got the position of billionaire from the age of 20 as Bill Gates. Zukerburg change the world of internet and provide a platform for people through largest social media.

Owner of Chick N’ Friends Inc., Rhodney Lloyd, done MBS from U.C. Berkeley. It was initial step for him to become a trained entrepreneur. After education he started his advertising agency in Oakland, Calif. He got entrepreneurships after got training.

Entrepreneur’s challenges: The problems and needs of entire population are enormous. From organizational inadequacies to corruption, environmental sustainability to security, transportation to communication and overloaded information to disease, the opportunities for people to develop a positive differential impact are vast. But entrepreneurs are persons who pursue and identify tremendous possibilities among needs, viable solutions among problems, and creative opportunities among challenges (Byers, Dorf, and Nelson, 2001). It is the quality of entrepreneurs to better cope with potential challenges for the long term success of their enterprises.

In concussion, entrepreneurs struggle to show a difference in entire world and support to its wellbeing. They mobilize resources, identify opportunities, and relentlessly committed on their visions and missions. Further, it is concluded from above discussion that good and successful entrepreneurs have both composition, innate qualities of entrepreneurship that help them to drive the any process to success, also they can learned these qualities through experience and training. For this reason it is concluded that “entrepreneurs are born and can be trained”. Many entrepreneurs have God gifted qualities to become good entrepreneurs while others enhance their qualities and skills through various types of learning and training. To develop experimental knowledge in entrepreneurs has great importance as incremental process during the entire working life. It means that tries to stimulate “actual life” experience via various modes of training and education are have a strong impact or influence on the creation or development of entrepreneurs (Higgins and Elliott, 2011)

Further, to learn the qualities of successful entrepreneur it is necessary for them to have good leadership qualities. These qualities support the entrepreneurs to accomplish the various difficult tasks and mission of enterprise. It is a challenge for entrepreneur to respond various difficult tasks and remain committed to undertake the needed enterprise. Therefore, I strongly recommended that training and formal education for entrepreneurs create positive differential impact in the field of entrepreneurship.

References

Byers, T. H., Dorf, R. C., and Nelson, A. J. (2001), “Technology Ventures from Idea to Enterprise”, New   York: The McGraw-Hill Companies, Inc.

Dess, G. G., Ireland, R. D., Zahra, S. A., Floyd, S. W., Janney, J. J., and Lane, P. J. (2003), “Emerging issues in corporate entrepreneurship”, Journal of Management, 29(3), pp. 351-378.

Ericksen, G. K. (2002), “The Ernst and Young Entrepreneur of the Year Award Insights from the Winners’ Circle”, the Earnest and Young,

Higgins, D., and Elliott, C. (2011), “Learning to make sense: what works in entrepreneurial education?”, Journal of European Industrial Training, 35(4), pp.345-367

Laser, S. A. (2007), “Are Entrepreneurs Made or Born?”, Stephen A. Laser Associates 200 South Wacker Drive,

McCubbrey, D. J. (2009), “Business Fundamentals”, Zurich, Switzerland: The Global Text,

McFadzean, E., O’Loughlin, A., and Shaw, E. (2005), “Corporate entrepreneurship and innovation part 1: the missing link”, European Journal of Innovation Management, 8(3), pp.350-372

Robbins, S., and Coulter, M. (2007), “Principles of Management”, 9th edition, Prentice Hall Inc,

Thornberry, N. E. (2003), “Corporate entrepreneurship: teaching managers to be entrepreneurs”, Journal of Management Development, 22(4), pp.329-344

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Entrepreneur Characteristics

Entrepreneurial Challenge and New Venture Creation

The views in the past on the entrepreneur’s characteristics were formed upon a general agreement with regard to its economic importance society. The term entrepreneurship has received solid attention from economists, scientists and policy making body. Though entrepreneurship has several aspects, these aspects can be discovered in the literature and theories when trying to explore the views of the classical researchers to entrepreneurship aspects and also discussion upon the relevant formal and informal attributes that are mandatory for an individual to succeed as an entrepreneur in the real world, this add more desire to the entrepreneurial challenge and venture creation.

The intended goal of stimulating entrepreneurship in people is to figure whether what type of formal and informal attributes needs to be existent in a person to gauge whether he would likely to succeed after starting a businesses venture. Accomplished entrepreneurs are not restricted to one personality profile but rather arrive in varied ages, differing incomes, any gender, and particular race. They might even have different educational background and experience. However according to our classical researchers majority of the entrepreneurs who succeed in life tend to have similar personal attributes. These attributes may consist of innovation, creativity, determination, versatile, initiators and leadership traits.

Theoretical Review On The Entrepreneur Traits And Attributes

The opportunity to become independent and being you own boss along with making wealth and has motivated many young or middle aged individuals to try to become an entrepreneur. Evidence shows that this has been majorly reflected the research on the emergence of small and medium enterprises (SME) and more significantly, the direct and indirect attributes that are linked with the entrepreneurs who have successfully been able to make their company grow and prosper led. The overall study aspects discussed in the literature are likely to revolve around’ leadership skills of an entrepreneur, their orientation process, the level of management skills, personality indicators or traits and their circle or the network they belong to. (McClelland 1961) Emphasized that attributes which contributes the most towards becoming a successful entrepreneur is the need for achievement.

Where on the other hand (Begley and Boyd 1987) discovered that entrepreneurs or initiators may score relatively higher than managers of a small business who are non-initiators in need for achievement, taking risk, and have a low tolerance regarding ambiguity. Another researcher (Brockhaus, 1982) analysed a large number of characteristics related to psychology and concluded that the main indicators of entrepreneurship attributes are linked to the high achievement needs, high centre of control and a high risk taking.

While on the other hand, Brockhaus and Horwitz’s (1986) theories presented that entrepreneurs who inherit high centre of control strive for high achievements as well. It has also been suggested that the essential factor in differentiation between entrepreneurs from a manager is risk taking factor (Mill 1984). It could also be established that entrepreneurs may execute higher tolerance to risk especially in departments or areas where they have full control or even realization of the potential of making a profit in that area. Many studies have included risk taking as a primary entrepreneurial characteristic.

It was confirmed at a later stage that entrepreneurs readily undertake the uncertainty and unknowing situations; therefore the individuals who are more inclined towards becoming an entrepreneur are expected to depict comparatively greater tolerance of ambiguity (Mitton 1989). It has also been suggested that innovation is the most prominent factor that is essential for the characteristic of an entrepreneur. Existing literature on entrepreneurship indeed give a picture of entrepreneurs being relevantly more innovative than individuals who lack the potential to become an entrepreneur (Koh and Ho, 1992); personality traits of entrepreneurs have been defined to have a significant effect on organizational growth (Sexton and Robinson 1994).

The Entrepreneur
The Entrepreneur

Researches also discovered that personality attributes such as internal point of control and tolerance to ambiguity influences the success of business directly and the processes of the business in an indirect manner (Vazquez and Farnendez 2000). It was complimented with later variables related to demographics to study and investigate the entrepreneur’s traits that could have a direct impact on the success or failures of entrepreneurs residing in Africa. Even though researches on an entrepreneur’s traits have executed a crucial role in the contribution of the success of entrepreneurs all over the world, these traits have been constructively criticized grounds of theory and empirical outcomes in the studies of entrepreneur’s attributes Gartner (1988). One of the researchers in his article, clearly addresses to who is an entrepreneur and hence suggest that asking Who is the wrong sort of question when establishing characteristics of a successful the success of a business venture is mediating phenomena and cannot be related to entrepreneurs personality traits only Gartner 1988). There was a study conducted on a segment of employees done by two researchers which helped to reveal that those individuals who are initiators at work place tend to do better than others (Frese and Fay’s 2001).

Researches on self-initialisation focuses on the nature of entrepreneurs being self-starters and not waiting for others to instruct them: hence they manage to success due to their proactive nature, hence they know exactly how to seize and utilize an opportunity with their proactive attitude, they are the solution finders rather than hurdle makers(Tag and Fresse1997). Great initiative taking entrepreneurs are successful at staying ahead of their competing colleagues members, and therefore are considered as role models for their subordinates. Self initiators directed upon the achievement of their goal and oriented towards action (Frese et al., 1997) and therefore are in close alignment to their consistent strategy. There are similar drawn traits relating to the entrepreneurial challenge and venture creation.

It is one of the contingent variables behind which helps to predict whether an individual has the potential to become a successful entrepreneur. The majority proportion of studies executed on personal self initiation is in direct relation to performance of the employee and hence significantly limited number of studies has been published on personal and self initiation with respect to success as an entrepreneur.

Because of reduced functioning competencies of the initiators, they are generally replaced by experienced managers who possess the competency that are necessarily required to handle the company’s affairs when the situation begins to transform from a start up phase of business life cycle to a growth stage organization.

Some of the researcher was unsuccessful in finding any evidence regarding professional managers performing relatively better than initiators in companies with high than the original starters of the company. They were intending on observing that many company founders were good at managing growth in an effective manner. There for rejecting the assumption that an only professional managers need to be employed in order to manage high growth companies (Willard, Krueger, and Freeser, 1992). This research was able to challenge the traditional views upon wisdom is it was able to reveal the process through which accomplished entrepreneurs progress through and turn themselves into competent professional managers.

Accordingly some of the researchers found that founder members of the company are also eligible to have the same competency for performing as professional managers have, there are very limited studies on the similarity between a manager and a founder of a company who are required to perform when working in a growth focused company.

Some of the researchers also discovered that most of failure in business was contributed towards the lack of appropriate managing skills (O’Neill & Duker, 1986). It has been reviewed through the literature used for this report that there are approximately 10 failing high-tech companies and were able to conclude that there were three main contributors for this failure which were financial issues, problems with either the product or market and managerial issues.

Get Test For Testing Entrepreneurship

The explanation or predictors of a person good at enterprising could be established from the background that could be uncovered about the entrepreneur. The concept being that the person eligible for enterprising would likely to share similar entrepreneur’s traits. GET2 test helps to discover the different aspect of becoming an entrepreneur an entrepreneur is not some who just starts up a completely new venture, but some of the examples arise from within the organizations as well. Such people are referred to as entrepreneurs.

Then there are also volunteers who are eager to participate in new projects and introduce new ideas within the project voluntary in the community such volunteers could be referred to as volunpreneurs. However, the tendency to enterprise could be defined as the ability to initiating a new business and then managing that business successfully.

As the complimentary assessment of a tendency to enterprise the GET test was introduced at Business School of Durham University 1988 in order to help employers gauge the entrepreneurial tendency of the candidates, who apply at their firm for a position as well as to guide the individuals willing to become an entrepreneur about their probability of having entrepreneurial characteristics, and whether they would succeed if would take such a chance.

It hence was able to generate a lot of curiosity and interest amongst academic institutions, and other venture capitalists who work globally in the field of innovative projects that are started by aspiring entrepreneurs.

Get2 test could be used for research, hiring and sponsoring of a new project. Even though this test has been implemented in many organizations to gauge effectiveness of an entrepreneur it is still not free of criticism as it has been debated that the attributes that are investigated in this test may not ensure that an individual has the eagerness to become responsible for a completely new project, and may lack the determination to complete projects on time and also the other factors like financial issues, external environmental factors and other managerial skills may not be effectively be gauged by this tool of testing the tendency to become an entrepreneur and take up new ventures.

The research on the effectiveness of GET test as a tool for measuring tendencies was mostly emerged by work of McClleland and Atkinson’s in the early 1960 suggest contrary findings which opposes the traditional view of all entrepreneurs having the same skill sets.

Strengths and Weakness of the Test

The benefits of this test are that actually provides an edge or guidance to an individual looking to become an entrepreneur on what areas he may lack in order to succeed as an entrepreneur. Another strong point of this test is that it is a relatively inexpensive method for venture capitalists and employers to analyze their candidate’s tendency to enterprise. It is also very time efficient as it immediately informs on the person capability on becoming an entrepreneur.

However, there are some drawbacks of the test as the entire test consists dichotomous option for giving a response responses. Hence this is an issue as a person cannot be more expressive towards his response and might not be able to justify the reason for not following a certain practise mentioned in the analysis. Also, some of the personality traits associated to entrepreneurs might not be an accurate reflection of all owners of a business or entrepreneurs. Some of the characteristics that are discovered through this analysis could also be gender biased, and some of the questions may even be leading.
Conclusion Evaluation of the Get Test

The Get Test is a lengthy questionnaire with 54 closed ended questions with answers being limited to tendency to agreeing or disagreeing. The questions that I attempted in this test were quiet significant to what one would need to know in order to gauge whether he is fit to be an entrepreneur or not. The focus of the test is to assess whether you are of a person to work as an individual or are a team person. Also, the questions seemed to correctly focus on a potential candidate’s willingness to try new things. Considering the relevant personality traits that have been defined in the literature used for this report some of the most prominent trait of an entrepreneur are innovative, risk taking and initiator or leadership traits.

The questions that I answered have all the elements that would be relevant to gauging whether an individual has these traits or not. For e.g. the test assessed me to have a high need for autonomy or independence which I would completely agree with as I would rather get all the work done in a group than rely on others to finish their task before moving onto the next agenda.

The test was also successful at gauging thee innovative or risk taking nature of a person as some of the questions related to the test like if a person would buy a lottery ticket or enter a contest both options are risky in nature but if the person would rather enter a competition he would considered being open to risk taking as well as being open to challenges and innovation, whereas a lottery buyer would be open to risk but probably not a challenge.

However, the test cannot be said to be 100% effective in gauging the entrepreneurial skills of a person as the two options of agreeing on or disagreeing on can be ambiguous in nature a lot of candidates would prefer a third option where he could be neutral in the particular question.

Summary Of The Test Result

The test gave me a score of 70% which predicts that I am likely to have succeeded in possessing some of the enterprising characteristics. My need for achievement is high however I would prefer to enterprise with ideas that would fit in with my lifestyle. My need for autonomy is extremely high, and I have high leadership skills but lack in people management skill. My score on being innovative is medium which means I would rather start projects I am familiarized with than a completely out of the box idea. I am relatively a less risky person hence I would not take a risk alone but rather involve someone with me to share that risk. My locus of control is more than medium but not that high either which means I need to work on myself confidence in order to make a success of a venture that I would be willing to start.

References

Begley, T. M., & Boyd, D. B. (1987). Psychological characteristics associated with performance in entrepreneurial firms and small businesses. Journal of Business Venturing, 2, 79-93.

Brockhaus, R. H. Sr., & Horwitz, P. S. (1986). The psychology of the entrepreneur. In Sexton, D. L., and Smilor, R. W. (Eds.), The Art and Science of Entrepreneurship. Cambridge, MA: Ballinger, 25-48.

Frese, M., Fay, D., Hilburger, T., Leng, K., & Tag, A. (1997). The concept of personal initiative: Operationalization, reliability and validity in two German samples. Journal of Organizational and Occupational Psychology, 70, 139-161.

Gartner, W. B. (1988). Who is an entrepreneur? Is the wrong question. American Journal of Small Business, 12 (4), 11-32.

Krueger, N. (1993). The impact of prior entrepreneurial exposure on perceptions of new venture feasibility and desirability. Entrepreneurship: Theory and Practice, 18 (1), 5-21

McClelland, D. C. (1987). Characteristics of Successful Entrepreneurs*. The journal of creative behavior, 21(3), 219-233.

 Mitton, D. G. (1989). The complete entrepreneur. Entrepreneurship: Theory and Practice, 13, 9-19.

O’Neill, H.M., & J. Duker (1986).  Survival and Failure in Small Business. Journal of Small Business Management, 24 (1), 30.

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