William Bergquist
We live in a world that yields few easy answers. Each setting in which entrepreneurship is exhibited differs from every other setting, and the relationship established between entrepreneurial leadership styles and context is always unique. Nevertheless, we do know something about good and bad matches and about which characteristics of a work environment generally have the greatest bearing on the effectiveness of our four approaches to entrepreneurship.
We will specifically examine six characteristics: (1) maturity level (of the individuals and groups with which entrepreneur is working), (2) convening task(s), (3) convening problems, (4) external environment, (5) organizational structures and operations, and (6) organizational culture. In this essay, we will briefly consider the first four of these characteristics and suggest ways in which each of the four entrepreneurship styles relates to each of these characteristics. We will turn to the fifth and sixth characteristics in the next essay in this series.
Maturity Level of the Group
This first characteristic concerns the work-related maturity level of subordinates and groups reporting to an entrepreneur. Three indicators of a group’s level of maturity are often identified: (1) ability to set high but realistic goals, (2) knowledge of the task and (3) experience in working with one another.
