Entrepreneurial Leaders Article Overview
What Will this Article do for Me?
- Identify the behaviors of successful entrepreneurs
- Uncover the components of a leadership taxonomy
- Take action on increasing your entrepreneurial spirit
Download the complete academic paper.
What Characteristics Define an Entrepreneur?
Entrepreneurs have the ability to seek out a problem that needs to be solved, generate a solution, and execute that solution. This skill-set takes an extraordinary set of unique behaviors not only to solve problems but also to build an organization from the ground up.
The five main characteristics common to successful entrepreneurs are innovation, achievement, action-oriented, organization builder, and authenticity. Dr. Whitaker explores each of these entrepreneurial behaviors in the form of an entrepreneurial taxonomy.
This academic paper has four parts:
- Leadership and entrepreneurship
- Profile of an entrepreneurial leader: Herb Kelleher
- Global leadership influence on creativity
- Ethics and change leadership
Entrepreneurial Leaders are Continually Challenged
Entrepreneurs are continually challenged to perform in a market full of financial, environmental factors, and driving costs. These pressures can lead to unethical business practices to sustain the organization and meet the demands to stay in business. Some researchers suggest that the characteristics of being a successful entrepreneur are the formula for pressing the entrepreneur to make unethical choices.
Dr. Mary Kay proposes it is not the entrepreneurial spirit, role, or position that causes unethical behavior it is the failure to stay disciplined and follow a moral compass that leads to unethical decision making. By identifying personal core values and creating an ethical code of conduct, an entrepreneur has a road map to ethical leadership.
Why do some Entrepreneurs Succeed and Others Fail?
The evidence of the entrepreneurial taxonomy is that successful entrepreneurs revolutionize and become success driven by crafting a vision with opportunities and the tenacity for commencing change. In disagreement to the taxonomy, there are those entrepreneurs that do not take action on their dream because they lack leadership abilities and end up only knowing how to personally innovate without taking action.
The article discusses Michael Leblanc as an entrepreneur in the airline’s industry that started three airlines and continually failed at his endeavors. In contrast, Herb Kelleher, Southwest Airlines’ entrepreneur, succeeded in his vision as he inspired others to become a part of his cause and ignited a spirit within others to build and sustain a successful airlines organization.