THE ENTREPRENEURIAL PERSONALITY 35fulfi ll its integrative function. This apparent lack of analytical thinking,
and the absence of active search procedures and self - critical refl ections
become the predominant mode. Paradoxically, however, in spite of their
tendency toward impulsive behavior, these entrepreneurial types make
a deep, emotional investment in the companies they create.
The Signifi cance of the Organization
The preparatory period of entrepreneurship, as we have seen, is accom-
panied by authority confl icts, failures in organization, socialization,
diffi culties in adapting to organizational structure, and predictable job -
hopping behavior, which sets the stage for the unique relationship of the
entrepreneur with his enterprise. As we have seen in our case example,
the enterprise becomes the new setting where the entrepreneur ’ s prob-
lems in adaptation and conforming to structure are accentuated and
dramatized. Naturally, the business becomes the tangible symbol of the
entrepreneur ’ s success in overcoming odds and assumes a much greater
emotional signifi cance than the reality of the situation may warrant.
Unlike a manager ’ s relationship with other people ’ s organizations,
the level at which an entrepreneur deals with his own organization is
far more intense and confl ict - ridden; this pattern cannot be explained
merely by the higher fi nancial risks at stake. While previously, they
coped with life by avoiding structure and organization, their own organ-
ization becomes the end of the road. There is no other place to go, a
development that contributes to the emotional signifi cance of the
enterprise.
A Growing Dysfunctionality
But the very fact of the entrepreneur ’ s complete psychological immersion
with the enterprise — a factor that may have been a key ingredient in its
initial success — can lead to serious dysfunctional developments if the
business continues to grow. Entrepreneurial organizations frequently
reveal an organizational structure and work environment completely
dependent on and dominated by the entrepreneur, around whom the
entire decision - making processes center. They are headed by individuals
who frequently refuse to delegate, have no interest in analytical forms
of planning, and regularly engage in bold, seemingly unpredictable,
proactive moves. These might account for the initial and continued
success of the enterprise, but the lack of a conscious planning effort