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The Entrepreneur-as-Executive: A Suggested Comparison Lauren C. Wilkes Millsaps College
Author Note
This paper was completed as an assignment for Dr. Ray Grubbs at Millsaps College. It became apparent as my research progressed that in order to truly explore all aspects of effective leadership as compared to the principles suggested by Peter Drucker, that a much more involved analysis would be necessary, beginning with existing theory and literature available from the field of economics, management and other available studies of leadership and effectiveness in the modern workplace. Additionally, I am inclined to a further exploration of entrepreneurial leadership theory as it applies to faith-based organizations. My apologies in advance if I have incorrectly interpreted any of the authors or citations used.
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Abstract In 2011 and 2012, within a series of four articles written for the Stone-Adams Financial Partners corporate newsletters (www.stoneadams.us/Newsletters.html), an informal exploration was made of “The Portrait of the Entrepreneur” as offered by Naeem Zafar, and as highlighted by popular articles and theories. In the fourth article, application of Peter Drucker’s timeless deliberation on what truly makes an executive “effective” made for a very interesting conclusion to the series. Although Drucker’s book targets the working executive and the adoption of learned habits to be good decision makers, ergo, “effective,” these same applications to the entrepreneurial focus would do well to reinforce many parallels encountered by entrepreneurs. Particularly during the early stages of a new project or business, the “entrepreneur-as-executive” is faced with making many of the same decisions as any senior executive in a large corporation who is accountable to both colleagues and shareholders. By weaving together the features of
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