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Entrepreneurship as a skill

A skill could be defined as "an ability to perform an action", so it makes sense that entrepreneurship, when viewed as a skill, will have plenty in common with both the activity and trait-based perspectives.

A skills-based perspective of entrepreneurship suggests a contingency-based model (Balachandra & Friar, 1997), whereby a leader can act entrepreneurially by reaching into his or her grab bag of management techniques, or direct the organisation to adopt entrepreneurial strategies, whenever the need arises.

Theorists such as Stace and Dunphy (2001), and Bolman and Deal (2008), support this notion by offering a smorgasbord of leadership styles and techniques based on analysis of the type of change required.

This approach may have more in common with the management of established enterprises than with start-up culture, as it implies that leaders are professional managers equipped with such knowledge - however, it is also fair to contemplate whether this is where the quest for entrepreneurial leaders will be best satisfied. After all, start-up culture is often the domain of e-myth engineers (Gerber, 1995) or single-employee enterprises run certainly by entrepreneurs, but perhaps not leaders.

Continue reading: Entrepreneurship as corporate culture


This is the part of a series of articles exploring the relationship between entrepreneurship and leadership, adapted from research I performed for my Master of Business.

The complete series is listed below:

  1. Is Entrepreneurship merely a special case of leadership?
  2. Entrepreneurship as a personality trait
  3. Entrepreneurship as a leadership style
  4. Entrepreneurship as an activity
  5. Entrepreneurship as a skill
  6. Entrepreneurship as corporate culture
  7. The rise of the Entrepreneurial Leader