Date of Award
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Forty-one managers and 40 entrepreneurs, divided evenly by gender, responded to seven inventories and a structured interview. The personality measures included the Myers-Briggs Type Indicator, Jackson's Personality Inventory, Schultz's FIRO-B, Kolb's Learning Style Inventory, and measures of Type A/B Personality, managerial-style, and job preference. Variable reduction by factor analysis resulted in five personality, three managerial-style, and five work-motivation summary scores. These 13 summary scores, plus four demographic variables, were subjected to various multivariate analyses. Data from the structured interview suggest that managers and entrepreneurs may differ in their perceptions of the most satisfying, frustrating, and stressful aspects of their jobs, and in how they cope with stress. As predicted, managerial-style and work-motivation differentiated managers from entrepreneurs. Managers tend to have more participative leadership and more rational/analytic decision making styles, and spend less time at work and on work-related activities and belong to more clubs than entrepreneurs. Support was found for the prediction that personality would be less relevant than managerial-style or work-motivation in differentiating mangers from entrepreneurs, but there was no support for the hypotheses that entrepreneurs would be higher on risk-taking, lower on conformity, and more predisposed to Type A behaviour and an accommodating learning style or that women would experience more stress. Findings not related to prior research were that managers place more value on job challenge, place less value on traditional values and an orderly environment, and have more positive self-esteem. Support was found for the hypotheses that managerial-style would be related to personality, and that the pattern of these relationships would vary by occupational role. The relationship between managerial-style and personality was significant for managers, entrepreneurs, and females, but unexpectedly, it was not significant for males. Decision-making style was the variable most consistently correlated with personality dimensions. The interview and job-preference data indicate that entrepreneurs rate independence as more important than do mangers, whereas managers place more value on job challenge. No gender differences were found in managerial or decision making style. Females are not more participative in their leadership style or less rational-analytic in their decision making than males, but they perceived that they have less control than they would like.Dept. of Psychology. Paper copy at Leddy Library: Theses & Major Papers - Basement, West Bldg. / Call Number: Thesis1990 .R534. Source: Dissertation Abstracts International, Volume: 52-11, Section: B, page: 6122. Thesis (Ph.D.)--University of Windsor (Canada), 1989.
Richard, Joanne C., "A comparison of the social characteristics, personalities, and managerial styles of managers and entrepreneurs." (1989). Electronic Theses and Dissertations. 566.