The relation between Entrepreneurial Personality of Different Managerial levels and Strategic Decision Making

Linas Gudonavicius, Joshua Olusegun Fayomi

Abstract


Purpose. The main purpose of the paper was to carry out empirical tests of previously conceptualised model because a conceptualization of entrepreneurship, strategic decision making and personality types was necessary, as the earliest attempt to explore personality types in relation to entrepreneurs was by Schumpeter in 1928 and there was a need to empirically validate conceptual premises made about entrepreneurial personalities and strategic decision making in business organizations. Finally, in this paper distinction is made between the top level managers and other levels of managers which include the middle and low level managers.

Methodology. The continued conceptual analysis using the Holland’s typology of personalities of entrepreneurs within organization was actualised considering the positions of top and middle level managers in organizations alongside Conceptual classification of decision making styles which ranges from Rational, Cognitive to Intuitive. Primary data was collected by distributing survey instrument to targeted groups of respondents having core managerial functions within business organizations in Lithuania. Responses from 100 random respondents were analysed and graphed and this results discussed further against the backdrop of the premise.

Results. The entrepreneurial personality of top and other level organizational managers explains variation in everyday decision-making style, 46% of respondents comprising mostly of top level managers indicated that they are enterprising, 8% artistic and 15% social personality types. While 15% were rational, 8% cognitive and 77% intuitive in their decision making styles with the top and other levels of managers involved in the entrepreneurial function (E) possessing decision making tendencies which tend towards intuitive decision. Finally the analysis reveals that Top level manages are intuitive in their decision making styles while other level managers are more cognitive and rational in making decisions and most top level managers range from artistic personalities to social with a great proportion of this managers been entrepreneurial in personality.

The theoretical contribution. The value and implications of the research is mainly the validation of the conceptualisation that cognitive and intuitive decision making styles are predominant in entrepreneurs (E) with such individuals within organizations having a propensity to towards intuitive decision with entrepreneurial types mainly ranging from social(S) to artistic(A) personalities.

Practical implication: A better understanding into the individual personality traits of top and other level managers in business organizations have been gained and the beginning of the empirical testing of the model to link decision making styles and personality has been achieved, with the results showing that increasing the number of respondents both from within and outside Lithuania would provide a clearer insight

 

Keywords: Strategic decision making, entrepreneurship, managers, entrepreneurial strategic decision making, personality.

 

Paper type: Research paper


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