Theory  E²: Working with Entrepreneurs in Closely-Held Enterprises IX: Interplay Between Entrepreneurs and Maturity, Tasks, Problems and Environment

Theory E²: Working with Entrepreneurs in Closely-Held Enterprises IX: Interplay Between Entrepreneurs and Maturity, Tasks, Problems and Environment

A different kind of response to organizational problems is evident in Type Two settings. Entrepreneurs in this setting typically place considerable emphasis on training and development, on career planning and advancement, and on the recognition of employee accomplishments. These leaders were made famous during the early 1980s by Peters and Waterman, in their search for corporate excellence,  and by Kanter in her thoughtful study of change masters.

Both inspiring and participating entrepreneurs are appropriate in these people-oriented Type Two settings. The inspiring entrepreneurial leader helps to build support, as well as offering frequent review of the extent to which members of the closely-held enterprise actually do what they say they are going to do concerning human welfare and involvement. It is particularly tempting for many contemporary entrepreneurs to talk about their commitment to the people working in their organization, given the growing public support for such an enterprise. It is much harder to actually enact such a commitment, given the complexity of Type Two problems.

The inspiring entrepreneur thus can help to keep a closely-held enterprise honest regarding its commitment to people. The participating entrepreneurial leader is also needed, given her interpersonal orientation and concern for group commitment and community. In many ways, the participating leader is a product of this new emphasis on people in the organization. The participating leader, therefore, can often guide this type of initiative. She can identify appropriate processes and procedures to address various types of people-related problems facing a closely-held enterprise that has made a strong commitment to its employees.

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William Bergquist

William BergquistWilliam Bergquist, Ph.D. An international coach and consultant, professor in the fields of psychology, management and public administration, author of more than 45 books, and president of a graduate school of psychology. Dr. Bergquist consults on and writes about personal, group, organizational and societal transitions and transformations. His published work ranges from the personal transitions of men and women in their 50s and the struggles of men and women in recovering from strokes to the experiences of freedom among the men and women of Eastern Europe following the collapse of the Soviet Union. In recent years, Bergquist has focused on the processes of organizational coaching. He is coauthor with Agnes Mura of coachbook, co-founder of the International Journal of Coaching in Organizations and co-founder of the International Consortium for Coaching in Organizations. His graduate school (The Professional School of Psychology: www.psychology.edu) offers Master and Doctoral degrees in both clinical and organizational psychology to mature, accomplished adults.

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