UNIT 1: THE NATURE OF ENTREPRENEURSHIP

Content
1.0 Aims and Objectives
1.1 Introduction
1.2 Historical Perspective of Entrepreneurship
1.3 Definition of Entrepreneurship and Entrepreneur
1.4 Forms of Entrepreneurship
1.5 Basic Concepts in Entrepreneurship
1.6 Wealth of the Entrepreneur
1.7 The Entrepreneur’s Task
1.8 The Role of the Entrepreneur
1.9 Entrepreneurial Skills
1.10 Who becomes an Entrepreneur?
1.11 Characteristics of Entrepreneurs

1.0 AIMS AND OBJECTIVES

This unit is concerned with developing an overarching and integrated perspective of the
entrepreneur and entrepreneurship. It reviews the great variety of definitions given for the
word entrepreneurship and also the different activities performed by the entrepreneur.

By the time you finish this unit, you should be able to:
understand and define: entrepreneur, entrepreneurship and corporate innovation
explain the different types of ideas and opportunities
describe how the entrepreneur’s wealth is distributed
identify any five characteristics of entrepreneurs

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1.1 INTRODUCTION

The word ‘entrepreneur’ is widely used, both in everyday conversation and as a technical term
in management and economics. Its origin lies in seventieth century France, where an
entrepreneur was an individual commissioned to undertake a particular commercial project. A
number of concepts have been derived from the idea of the entrepreneur such as
entrepreneurial, entrepreneurship and entrepreneurial process. The idea that the entrepreneur
is someone who undertakes certain projects offers an opening to developing an understanding
of the nature of entrepreneurship. Undertaking particular projects demands that particular
tasks be engaged in with the objective of achieving specific outcomes and that an individual
take charge of the project. Entrepreneurship is then what the entrepreneur does.
Entrepreneurial is an adjective describing how the entrepreneur undertakes what he or she
does. The entrepreneurial process in which the entrepreneur engages is the means through
which new value is created as a result of the project: the entrepreneurial venture.

1.2 ENTREPRENEURSHIP – HISTORICAL PERSPECTIVE

What is entrepreneurship? And who is an entrepreneur? These two questions are asked more
frequently reflecting the increasing demand in the field of entrepreneurship. Offering a
specific and unambiguous definition of the term entrepreneurship /entrepreneur presents a
challenge. This is not because definitions are not available, but because there are so many.
Here let us took in to the historical development of entrepreneurship so as to grasp the
meaning of the word entrepreneurship.

During the ancient period the word entrepreneur was used to refer to a person managing large
commercial projects through the resources provided to him.

In the 17th Century a person who has signed a contractual agreement with the government to
provide stipulated products or to perform service was considered as entrepreneur. In this case
the contract price is fixed so any resulting profit or loss reflects the effort of the entrepreneur.
In the 18th Century the first theory of entrepreneur has been developed by Richard Cantillon.
He said that an entrepreneur is a risk taker. If we consider the merchant, farmers and /or the

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professionals they all operate at risk. For example, the merchants buy products at a known
price and sell it at unknown price and this shows that they are operating at risk.

The other development during the 18th Century is the differentiation of the entrepreneurial role
from capital providing role. The later role is the base for today’s venture capitalist.

In the late 19th and early 20th Century an entrepreneur was viewed from an economic
perspectives. The entrepreneur organizes and operates an enterprise for personal gain.

In the middle of the 20th Century the notion of an entrepreneur as an inventor as established.
“The function of the entrepreneur is to reform or revolutionize the pattern of production by
exploiting an invention or more generally untried technological possibility for producing new
commodities or producing an old one in a new way or opening a new outlet for products by
reorganizing a new industry.”

The concept of innovation and newness are at the heart of the above definition. From the
historical development it is possible to understand the fact that the perception of the word
entrepreneur was evolved from managing commercial project to the application of innovation
(creativity) in the business idea.

1.3 DEFINITION OF ENTREPRENEURSHIP

Here we will see at least three definition of entrepreneurship because a single definition is
likely to result, in some cases at least, in a mismatch with out expectations. Intuitively, we
know that entrepreneurship is the process and entrepreneur is the person undertaking
entrepreneurial activity. Finally we will see the common attributes of the definitions of
entrepreneurship.
1. Entrepreneurship is the process of creating incremental wealth. The wealth is created by
those individuals who assume the major risk in terms of equity and time or providing
value for others.
2. Entrepreneurship can also be defined as the process of creating something different and
better with value by devoting the necessary time and effort by assuming the
accompanying financial, psychic and social risks and receiving the resulting monetary

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 reward and personal satisfaction. In this case an individual should come up with
something different and better in order to the named as entrepreneur.
3. Our third definition views the term from three perspectives; i.e. from the economist,
psychologist and capitalist philosophers point of view.

To an economist an entrepreneur is one who brings resource, labor, materials, and other assets
into combination that makes their value greater than before and also one who introduces
changes innovations.

To a psychologist an entrepreneur is a person typically driven by certain forces need to obtain

or attain something, to experiment, to accomplish or perhaps to escape the authority of others.

For the capitalist philosopher an entrepreneur is one who creates wealth for others as well,
who finds better way to utilize resources and reduce waste and who produce job others are
glad to get.

In general, the process of entrepreneurship includes five critical elements. They are:
1. The ability to perceive an opportunity.
2. The ability to commercialize the perceived opportunity i.e. innovation
3. The ability to pursue it on a sustainable basis.
4. The ability to pursue it through systematic means.
5. The acceptance of risk or failure.

Based on the above concepts of entrepreneurship, an entrepreneur can be defined as follows:

An entrepreneur is someone who perceives an opportunity and creates an organization to

pursue it with the intention of being profitable.

1.4 FORMS OF ENTREPRENEURSHIP

Entrepreneurship can take three different forms. They are:

1. The individual entrepreneur
An individual entrepreneur is some one who started, acquired or franchised his/her own
independent organization. The major portion of this text is also devoted to describe the
basic features and activities of the individual entrepreneur.

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 2. Intrapreneur
An Intrapreneur is a person who does entrepreneurial work within large organization.
The process by which an entrepreneur affects change is called Entrepreneurship.
There are two facts about entrepreneurship
a. The Intrapreneur’s context is often large and bureaucratic organization where as
the individual entrepreneur operates in the broader, more flexible economic market
place.
b. Intrapreneurs are individuals who often engage in the entrepreneurial actions in
large organizations without the blessing of their organizations.
3. The Entrepreneurial Organization
The entrepreneurial function need not be embodied in a physical person. Every social
environment has its own way of filling the entrepreneurial function.
Individuals working in organizations have the potential for being, as do those working
independently to start their own business. An organization can create an environment in
which all of its members can contribute in some function to the entrepreneurial function.

An organization that creates such an internal environment is defined as entrepreneurial

organization.

1.5 BASIC CONCEPT’S IN ENTREPRENEURSHIP

In order to apply the process of entrepreneurship the entrepreneur should identify or develop
business ideas.

A business idea is some one’s opinion regarding what may or may not be a good business.
There are three types of business ideas. They are:
1. Old idea – Here an individual copies an existing business idea from someone.
2. Old Idea with Modification – In this case the person accepts an old idea from
someone and then modify it in some way to fit a potential customers demand.
3. A new Idea – This one involves the invention of something new for the first time

The next concept is opportunity because the above business ideas are meaningless in the
absence of opportunity. An opportunity is the gap in the market which presents the possibility

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of new value being created. It is also the chance of doing things both differently from and
better than how they are being undertaken at the moment.

The last concept is innovation. Innovation is a way of doing something differently and better.
I.e. it is a means of exploiting a business opportunity. It is also a new combination of three
things (raw materials, labor and capital). In short innovation is invention (act of creating
something) plus commercialization (putting the new creativity into the market place. The
relationship between business idea and innovation is only new and modified ideas are
innovative. An old idea is not innovative because it is an imitation of existing business
concept.

Relationship between business ideas and opportunity

The three types of business ideas might have a small value or big value opportunity.
A small value opportunity – A business idea is said to have small value opportunity when its
revenue potential is small but the associated risk and cost may be high.

Big value Opportunity – A business idea with big value opportunity has high revenue
potential but risk and costs are low.

The above relationship can also be expressed as follows:

Types of business opportunity
Business idea Small value opportunity Big value opportunity
Starting a private mobile
An old idea Opening a tailor’s shop at piazza phone company if the
Ethiopian telecommunication
is liberalized.
Old with modification Selling injera flavored ice-cream Re-use a pottery kiln to make
floor tiles for sale in Addis
Ababa.
Original idea Inventing a process which Inventing a cheap vaccine for
produces new paper from waste HIV/AIDS and mass
with high manufacturing cost production of it

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Areas of Innovation

The following are some of the major areas in which valuable innovation might be made.

A. New product
A new product can be developed through new or existing technology. The new product
may offer a radically new way of doing something or it may simply be an improvement on
an existing item.

The new product must offer the customer an advantage if it is to be successful.

B. New Services
A service is an act which is offered to undertake a particular task or solve a particular
problem.
C. New Production Techniques
Innovation can be made in the way in which a product is to be manufactured. A new
production technique should allow the end user to obtain the product at a lower cost, or a
product of higher quality or better service in the supply of the product.
D. New Way of Delivering the Product or Service to the Customer
Customer can only use product/service they can access. A common innovation is to take a
more direct routine by cutting out distributors or middlemen.
E. New Operating Practices
As with innovations in the production of physical products, innovation in service delivery
must address customers need and offer them improved benefits, for example easier access
to the service, a higher quality service, a more consistent service, a faster or less time
consuming service etc.
F. New Means of Informing the Customer about the Product
People will only use a product or service if they know about it. Demand will not exist if
the offering is not properly promoted to them. Promotion consists of two parts; a message
what is said and a means – the route by which that message is delivered.
G. New Means of Managing Relationship within the Organization
Any organization has a wide variety of communication channels running through it. The
performance of the organization will depend to a great extent on the effectiveness of its

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 internal communication channels. These communication channels are guided by the
organization’s structure.
H. New Ways of Managing Relationships between Organizations

Organizations sit in a complex web of relationships to each other. The way they communicate
and relate to each other is very important.

1.6 WEALTH OF THE ENTREPRENEUR

Wealth is money and anything that money can buy. It includes money, knowledge and assets
of the entrepreneur. Wealth creates a number of possibilities for the entrepreneur and their
ventures to dispose of that wealth such as:
1. Reinvestment
If the entrepreneur wishes to grow the business they have initiated it will demand
continued investment. The best source of the investment is the profit of the business
itself. It also helps to invest in other ventures.
2. Rewarding Stakeholders
Entrepreneurs exist in a tight network of relationships with a number of other internal
and external stakeholders who are considered to give their support to the venture. They
may be asked to take risks on its behalf. In return they will expect to be properly
rewarded either financially or in other ways.
3. Personal Reward
The entrepreneur is taking risks and putting all the efforts for the success of the business.
One of the just rewards for this is founding a comfortable lifestyle. Besides he may be
keen to put his money into altruistic projects such as sponsorship of arts, sports and other
social and creative activities.
4. Keeping the Score
For many entrepreneurs money is not so important in itself. It is just a way of quantifying
what they have achieved a way of keeping the score on their performance as it were. The
money value of their venture is a measure of how good their insight was, how effective
their decision-making was and how they put their ideas in to action.

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 As far as the entrepreneur is concerned money is more usually a means rather than an
end by itself.

Who Benefits from the entrepreneur’s Wealth?

No entrepreneur works in a vacuum. The venture they create touches the lives of many other
people. To drive his/her venture forward, the entrepreneur calls up on the support of a number
of different groups. In return for their support these groups expect to be rewarded from the
success of the venture. Peoples who have a part to play in the entrepreneurial venture
generally are called stakeholder. The stakeholder groups are; employees, investor, supplier,
customer, the local community and government. Let us look at the benefits of each
stakeholder.

Employees

They contribute physical and mental labor to the business. Success of the entrepreneurial
venture depends on their effort and motivation. Therefore, they are rewarded with:
- Money – their wage or salary
- The possibility of owning a part of the firm through share schemes.
- A stage of which they can develop social relationships.
- The possibility of personal development.

Investors

These are the peoples who provide the entrepreneur with the necessary money to start the
venture and keep it running. There are two main sorts of investors: stockholders and lenders.
Stockholders are those who buy the stock of the company and are true owners of the firm. The
actual return of the stockholders varies depending on how the business performs.

Lenders, on the other hand, are people who offer money to the venture on the basis of it being
a loan. They do not actually own a part of the firm and their return is independent of the
businesses performance. They also take priority for payment over shareholders and face lower
level of risk than the stockholders.

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Supplier

They are the individuals and organizations who provide the business with the materials,
productive assets and information it needs to produce its output. They are paid for providing
these inputs.

Customers

Customers may need to make an investment in using a particular supplier. Changing supplier
may involve switching costs and supplier, risk of quality and expenses incurred in changing
over to new inputs.

The entrepreneur may reward customers by offering quality products, fair prices, regular and
consistency of supply, loan arrangement etc.

The local community

Business have physical locations. The way they operate may affect the people who live and
other businesses which operates near by. A business has a number of responsibilities, which
may be defined or not in national laws, to this local community. Such as:
- Not polluting their shared environment
- Contributing and sponsoring local development activities
- Contribution for political and cultural stabilities and economic improvements
- Acting in an ethical way.

Government

The responsibility of government is to ensure that businesses can operate in an environment

which has political and economic stability. In addition, it provides central services such as
education and health-care. These activities cost money to provide. Therefore, government
should be rewarded for its services. Hence, government taxes individuals and businesses.

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1.7 THE ENTREPRENEUR’S TASKS

We recognize entrepreneurs, first and foremost, by what they actually do – by the tasks they
undertake. A number of tasks have been associated with the entrepreneur. Some of the more
important are:
1. Owning Organizations
Ownership lies with those who invest in the business and own its stock – the principals,
while the actual running is delegated to professional agents or managers. Therefore, if an
entrepreneur actually owns the business then he is in fact undertaking two roles at the
same time that of an investor and that of a manager. Here we can also recognize many
people as entrepreneur even if they do not own the venture they are managing.
2. Founding New Organizations
The entrepreneur is recognized as the person who undertakes the task of bringing together
the different elements of the organization (people, property, productive resource, etc) and
giving them a separate legal entity. The entrepreneur makes major changes in their
organizational word.
3. Bringing Innovations to Market
The idea of innovation encompasses any new way of doing something so that value is
created. Innovation can mean a new product or service but it can also include a new way
of delivering an existing product or service, new methods of informing the consumer
about the product or new ways of organizing the company.
4. Identification of Market Opportunity
An opportunity is the gap in a market where the potential exists to do something better
and create value. New opportunities exist all the time but they do not necessarily present
themselves. If they are to be exploited they must be actively sought out. Note that
opportunity always take priority over innovation.
5. Application of Expertise
A slight more technical notion is that they have a special ability in deciding how to
allocate scarce resources in situations where information is limited. It is their expertise in
doing this that makes entrepreneurs valuable to investors.

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6. Provision of leadership
Entrepreneurs can rarely drive their innovation to market on their own. They need the
support of other people both from their organizations and from people outside such as
investor customer and supplier.
7. The entrepreneur as manager
At the end of the day the entrepreneur is a manager. The distinction between an
entrepreneur and ordinary manager may lie on what the entrepreneur manager manages,
how they manage, their effectiveness and the effect they have as a manager not by the
particular tasks they undertake.

1.8 THE ROLE OF THE ENTREPRENEUR

Entrepreneurs play a critical role in maintaining and developing the economic order we live
under. Some important economic effects of entrepreneurial activity are listed below.
1. Combination of economic factors
All the products bought and sold in an economy are a mix of three primary economic factors
(the raw materials, nature offers up, the physical and mental labor people provide and capital
(money). Now value is created by combing these three things together in a way which
satisfies human needs.

2. Providing Market efficiency

Efficient means resources are distributed in an optimal way, that is the satisfaction that people
can gain from them is maximized. An economic system can only reach this state if there is
competition between different suppliers. If a supplier is not using competition then they will
tend to demand profit in excess of what the market would allow and reduce the overall
efficiency of the system

3. Accepting Risk
Risk is the potential variation in terms of future outcomes. We do not know exactly what the
future will bring. This lack of knowledge creates uncertainty. No matter how we plan there is
always a possibility of adverse deviation from what we expect or hoped for. Here the primary
function of the entrepreneur is to accept risk on behalf of other people.

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4. Maximizing investor’s return
Entrepreneurs create and run organizations which maximize long-term profit on behalf of the
investors which in turn generates overall economic efficiency.

5. Processing of market information

The entrepreneur keeps an eye out for information that is not being exploited. By taking
advantage of this information they make markets more efficient and are rewarded out of the
revenue generated. This information is information about opportunities.

1.9 ENTREPRENEURIAL SKILLS

A skill is simply knowledge which is demonstrated by action. It is an ability to perform in a

certain way. An entrepreneur is some one who has a good business idea and can turn that idea
into reality. To be successful, an entrepreneur must not only identify an opportunity but also
understand it in great depth. He or she must be able to spot a gap in the market and recognize
what new products or services fill the gap. He or she must know what features it will have and
why they will appeal to the customer. The entrepreneur must also know how to inform the
customer about it and how to deliver the new offerings. All this calls for an intimate
knowledge of a particular sector of industry. Turning an idea into reality calls upon two sorts
of skills. They are:
2. General management skills and
3. People management skills
Each of them will be discussed as follows.

1.9.1 General Management Skills

These are skills required to organize the physical and financial resources needed to run the
venture. Some of the most important general management business skills are:
 Strategy Skills – An ability to consider the business as a whole, to understand how it fits
within its market place, how it can organize itself to deliver value to its customers, and the
ways in which it does this better than its competitors.
 Planning Skills – An ability to consider what the future might offer, how it will impact on
the business and what needs to be done to prepare for it now.

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 Marketing Skills – An ability to see past the firm’s offerings and their features, to be able
to see how they satisfy the customer’s needs and why the customer finds them attractive.
 Financial Skills – An ability to manage money; to be able to keep track of expenditure and
to monitor cash-flow, but also an ability to assess investments in terms of their potential
and their risks.
 Project Management Skills – An ability to organize projects, to set specific objectives, to
set schedules and to ensure that the necessary resources are in the right plat if the right
time.
 Time Management Skills – An ability to use time productively, to be able to priorities
important jobs and to get things done to schedule.

1.9.2 People Management Skills

Businesses are made by people. A business can only be successful if the peoples who make it
up are properly directed and are committed to make an effort on its behalf. An entrepreneurial
venture also needs the support of people from outside the organization such as customers,
suppliers and investors. To be effective, an entrepreneur needs to demonstrative a wide
variety of skills in the way he/she deals with other peoples. Some of the more important skills
we might include under this heading are:
 Leadership Skills – An ability to inspire people to work in a specific way and to undertake
the tasks that are necessary for the success of the venture. Leadership is about more than
merely directing people; it is also about supporting them and helping them to achieve the
goals they have been set.
 Motivation Skills – An ability to enthuse people and get them to give their full
commitment to the tasks in hand. Being able to motivate demands an understanding of
what drives people and what they expect from their jobs.
 Delegation Skills – An ability to allocate tasks to different people. Effective delegation
involves more than instructing. It demands a full understanding of the skills that people
posses, how they use them and how they might be developed to fulfill future needs.
 Communication Skills – An ability to use spoken and written language to express ideas
and inform others.

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 Negotiation Skills – An ability to understand what is wanted from a siturations, what is
motivating others in that situation and recognize the possibilities of maximizing the
outcomes for all parties.

All these different people skills are interrelated. Here entrepreneurial performance results
from a combination of industry knowledge, general management skills, people skills and
personal motivation (see the figure shown below). The successful entrepreneur must not only
use these skills but learn to use them and to learn from using them. Entrepreneurs should
constantly avoid their abilities in these areas, recognize their strengths and weaknesses, and
plan how to develop these skills in the future.

General Management Skills

Entrepreneurial Performance Personal Motivation

Industry Knowledge

Human Relation Skills

1.10 WHO BECOMES AN ENTREPRENEUR?

Any one with the following characteristics can be an entrepreneur.

1. The Inventor
The inventor is someone who has developed an innovation and who has decided to make a
career out of presenting that innovation to the market. It may be a new product or it may
be an idea for a new service. It may be a high-tech or it may be based on a traditional
technology. In this case successful entrepreneurship calls upon a wide range of
management skills, not just an ability to innovate. The entrepreneur must establish a
market potential for their innovation and lead an organization which can deliver it
profitably.

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2. The Unfulfilled Manager
Life as a professional manager in an established organization brings many rewards. It
offers a stable income, intellectual stimulation, status and degree of security. For many
people though this still is not enough. The organization may not offer them a vehicle for
all their ambitions; for example, the desire to make a mark on the world, to leave a lasting
achievement, to stretch their existing managerial talents to their limit and to develop new
ones. If many simply not let them do things on their way. Such a manager confident in
their abilities and unsatisfied in their ambitions may decide to embark on an
entrepreneurial career.

3. The Displaced Manager

Managers are likely to make an increasingly number of career changes during their
professional lives due to the increasing pace of technological and economic changes.
Unemployment among professional groups increases in many parts of the world due to
restructuring trends such as downsizing and delivering. This increases the pressure on
managers to work for themselves and one possibility is to undertake an entrepreneurial
route. The severance package, which may be offered by their organizations, can
sometimes facilitate this possibility.
4. The Young Professional
Increasingly young highly educated people often with formal management qualifications
are skipping the experience of working for an established organization and moving
directly to work on establishing their own ventures. Despite some very high-profile
success stories, not least with internet ventures, such entrepreneurs are often met with
suspicion.
5. The Excluded
Some people turn to an entrepreneurial career because nothing is open to them. Displaced
communities and ethnic and religious minorities have not been invited to join the wider
economic community due to a variety of social, cultural and political and historical
reasons. As a result they may form their own internal networks, trading among themselves
and, perhaps, with their ancestral countries.

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1.11 CHARACTERISTICS OF THE SUCCESSFUL ENTREPRENEUR

Although there does not seem to be a single entrepreneurial type there is a great deal of
consistency in the way in which entrepreneurs approach their task. Some of the
characteristics, which are exhibited by the successful entrepreneur, are discuss below.
However, distinction should be made between personality characteristics and the character
somebody displays when working. Some of these characteristics are discussed as follows:

1. Hard Work
Entrepreneur put a lot of physical and mental effort in to developing their venture. They
often work long and anti-social hours. Balancing the needs of the venture with other life
commitments such as family and friends is one of the great challenges which faces the
entrepreneur.
2. Self Starting
Entrepreneurs do not need to be told what to do. They identify tasks for themselves and
then follow them through without looking for encouragement or direction from others.
3. Setting of Personal Goals
Entrepreneurs tend to set themselves clear, and demanding, goals. They benchmark their
achievement against these personal goals. As a result, entrepreneur tend to work to
internal standards rather than look to others for assessment of their performance.
4. Resilience (Readily recovering from shock or depression)
Not everything goes right all the time. In fact, failure may be experienced more often
success. Must not only pick themselves up after things have gone wrong but must learn
positively from the experience and use that learning to increase the chances of success the
next time around.
5. Confidence
The entrepreneur must demonstrate that they not only believe in themselves but also in the
venture they are pursuing. After all if they don’t, who will?
6. Receptiveness to New Ideas
The entrepreneur must not be overly confident. They must recognize their own limitations
and the possibilities that they have to improve their skills. They must be willing to revise
their ideas in the light of new experience.

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7. Assertiveness
Entrepreneurs are usually clear as to what they want to gain from a situation and are not
frightened to express their wishes. Being assertive does not mean being aggressive.
Assertiveness means a commitment to outcomes, not means. True assertiveness relies on
mutual understanding and is founded on good communication skills.
8. Information Seeking
Entrepreneurs are not on average are more intelligent than any other group. They are
however characterized by inquisitiveness. They are never satisfied by the information they
have at any one time and constantly seek more. Good entrepreneurs tend to question more
than they make statements when communicating.
9. Eager to Learn
Good entrepreneurs are always aware that they could do things better. They are aware of
both the skills they have and their limitations, and are always receptive to a chance to
improve their skills and to develop new ones.
10. Attuned to Opportunity
The good entrepreneur is constantly searching for new opportunities. In effect, this means
that he or she is never really satisfied with the way things are any moment in time.
11. Receptive to Change
The entrepreneur is always willing to embrace change in a positive fashion, that is, to
actively embrace the possibilities presented by change rather than resist them.
12. Commitment to Others
Good entrepreneurs are not selfish. They cannot afford to be! they recognize the value that
other people bring to their venture and the importance of motivating those people to make
the best effort they can on its behalf. This means showing a commitment to them.

13. Comfort with Power

Entrepreneurs can become very powerful figures. They can have a great impact on the life
of other people. Power can be one of the great motivations for the entrepreneur. Effective
entrepreneurs are aware of the power they possess and recognize it as an asset. They are
not afraid to use it and never let themselves be intimidated by it. However, the true
entrepreneur uses power responsibility as a means to an end and not as an end in itself.

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