ENTREPRENEURS, HIGH GROWTH ENTREPRENEURS, AND MANAGERS - CONTRASTING AND OVERLAPPING MOTIVATIONAL PATTERNS

This paper describes a program of research, based on role motivation theory and dealing with entrepreneurship, as it has evolved over some 15 years. It notes both dead-ends and successful navigations. Subsequent to the literature review, new findings are presented indicating that motivational measures are particularly effective in identifying growth-oriented entrepreneurs. Implications of these findings for theory construction and for the identification of entrepreneurs capable of establishing growing businesses are discussed. The role motivation typology involving hierarchic, professional, task, and group systems is reviewed. The view that effective organizational performance is a function of the fit between organizational systems and motivational patterns of key performers is discussed. The presentation then focuses on the hierarchic and task domains that are of primary concern in this paper. Functional motives in the hierarchic domain are a favorable attitude toward people in authority, a desire to compete, a desire to exercise power, a desire to assert oneself, a desire to assume a distinctive status, and a desire to perform routine managerial duties. In the task domain the essential motives are a desire to achieve through one's own efforts, a desire to avoid risk, a desire for feedback, a desire to introduce innovative solutions, and a desire to plan. Measures of these constructs are described, and research results are considered. Although hierarchic motivation consistently relates to managerial success, it tends to be at a low level among entrepreneurs. In contrast, studies of the task motivation of entrepreneurs consistently find it at a high level relative to managers. The present research indicates a similar superiority of entrepreneurs over managers in task motivation. However, it goes beyond prior studies in indicating an increased differential for chief executive entrepreneurs who head growth-oriented firms. This is the arena in which task theory really works. Furthermore, entrepreneurial and managerial motivation appear to exhibit only a marginal relationship to one another. These findings are extended in a theoretical sense to develop an agenda for research into the mixes of task and managerial motivation required as firms move through the life cycle. The significant role that individuals with both task and managerial motivation may play in this context is explored. In addition, attention is given to the useful role motivational measures can play in helping those who fund new ventures to identify entrepreneurial talent. © 1990.