ABSTRACT
In Chapter 3, we examined competencies for leading an effective social venture. Social entrepreneurs have powerful ideas to improve people’s lives, and they start initiatives to implement their ideas. In the process, they apply business and management skills to for-profit or not-for-profit social enterprises. In addition, as entrepreneurs, they are “transformative forces”—“people with new ideas to address major problems who are relentless in the pursuit of their visions, people who simply will not take ‘no’ for an answer, who will not give up until they have spread their ideas as far as they possibly can” (Bornstein, 2004, p. 1). Social entrepreneurs have vision, the will to build something that will grow and endure, and leadership ability to operationalize their vision, find suitable partners, engage volunteers, and deal with inevitable setbacks (Thompson et al., 2000). They envision a future state in a currently uncertain environment, give the vision direction and purpose, and identify and harness the support of other key people (Sykes, 1999). As transformational leaders, they are a source of charisma, inspirational motivation, intellectual stimulation, and consideration of individuals (Bass, 1998). Generally, entrepreneurs use their traits and personality to formulate objectives and maintain a can-do attitude that in turn brings about venture growth. Their goals, self-efficacy, and vision are likely to have a positive effect on the success of their venture (Baum & Locke, 2004). Training and experience can be sources of self-efficacy, the feeling that “I can be effective in accomplishing my goals.” Envisioning, goal setting, and communication skills can be learned. Having the ability to generate resources requires inspiring challenging visions, developing challenging yet realistic goals, and reinforcing ones self-efficacy. Traits such as tenacity affect behavior. Practice and feedback build skills. Tenacious social entrepreneurs are likely to develop organizing competencies because they work harder and longer than those with less tenacity, especially if they have successful role models or high quality training (cf. Baum & Locke).
