ABSTRACT
First Published in 2000. The basic problems investigated in this book arose from the author's speculation that many individuals who have what it takes to be an entrepreneur may simply not have what it takes to be an effective manager. In fact, some of the characteristics that are essential to the entrepreneurial drive may be detrimental to the development of solid management skills. This may be one reason that so many entrepreneurs fail in business-- Certain elements in their personality make-up may actually prevent them from being, or even becoming, good managers.
The overall objective of the study was to learn if there is a significant relationship between entrepreneurs and professional managers in terms of their basic aptitudes toward managing. The research was carried out by examining a number of the most important underpinning psychosocial aspects that have been demonstrated as valid predictors of management performance.
