The study helped to identify what are the leadership styles of adult entrepreneurs, and what if any factors contribute to an entrepreneurs’ leadership style. The study focused on entrepreneurial leaders, over the age of 18, who own and started their own business. These entrepreneurs are a member of one of the following Southern Oregon-based business networking groups: Southern Oregon Regional Economic Development, Inc. (SOREDI), and the Small Business Development Center (SBDC) of Southern Oregon. The study explored the self-perceived leadership styles of entrepreneurs in Southern Oregon through a quantitative descriptive survey method that utilized a 45-question, Likert scale from the Mind Garden, Inc., Multifactor Leadership Questionnaire survey and a 27-question researcher-developed demographic survey. The study was assessed by descriptive statistics. The results from several different analysis provided the following phenomena about the Southern Oregon participants’ entrepreneurial leadership styles as a group of 25 entrepreneurs: a) fell within the normal expected ranges for their transformational leadership characteristics of Builds Trust (IIA), Acts with Integrity (IIB), Encourages others (IM), Encourages Innovative Thinking (IS), and Coaches and Develops People (IC), including the entrepreneur respondents, ranked above the mean for Transformational benchmarks plus in a p-test comparison to the MLQ norm, ranked higher than the MLQ Handbook normative group b) fell within the normal expected ranges for their transactional leadership characteristics of Rewards Achievement (CR), and Monitors Deviations and Mistakes (MBEA), fell within the normal expected ranges for their Passive-Avoidant Behaviors leadership traits of Fights Fires (MBEP) and Avoids Involvement (LF). However, the 25 entrepreneurs’ self-perception of the outcomes of their leadership fall below the standard expected benchmark ranges for Generates Extra Effort (EE), Is Productive (EFF), and Generates Satisfaction (SAT) in their organizations, of which these factors are primarily utilized with the 360-degree rater form. The entrepreneur respondent pool resulted in a significant difference between the MLQ self-rater.
|Commitee:||Schmieder-Ramirez, June, DePorres, Daphne|
|School Location:||United States -- California|
|Source:||DAI-A 82/2(E), Dissertation Abstracts International|
|Subjects:||Entrepreneurship, Management, Business education|
|Keywords:||Entrepreneur, Leaders, Leadership, MLQ, Transformational, Transformative|
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