” (p.56). Furthermore, (Covin & Slevin, 1989; Miles & Arnold, 1991; Miller & Friesen, 1983) also cited (Morris et al., 1993): The process itself consists of the set of activities necessary to identify an opportunity, develop a business concept, and then manage and harvest the venture. As a process, it has applicability to organizations of all sizes and types. The entrepreneurship construct has three underlying dimensions: innovativeness, or the development of novel or unique products, services or processes; risk-taking, or willingness to pursue opportunities having a reasonable chance of costly failure; and proactiveness, or an emphasis on persistence and creativity in overcoming obstacles until the innovative concept is fully implemented (p.596). Entrepreneurial Leadership within Management Success for entrepreneurs requires innovation. There are several ways to achieve this according to Drucker, 1. Entrepreneurial management first requires that the organization be made receptive to innovation and willing to perceive change as an opportunity rather than a threat. It must be organized to do the hard work of the entrepreneur and create the entrepreneurial climate. 1. It secondly requires systematic measurement—or at least systematic appraisal—of a company’s performance as entrepreneur and innovator, and built-in learning to improve performance. 1. Thirdly, entrepreneurial management requires specific practices with respect to organization structure, staffing, management compensation, incentives, and rewards (p.33). Not only is innovation a key factor in the success of entrepreneurial management but, an important issue that needs to be brought to management’s attention; individualism and collectivism within the corporation. Morris et al., states the following, “ Managers and theorist interested in entrepreneurship must begin to come to terms with the roles of the individuals and the group, respectively, within an organizational context. These roles are an integral component of the internal environment of the firm” (p.603). Drucker (1985) authoring an

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