ORIGINAL RESEARCH article
Front. Organ. Psychol.
Sec. Performance and Development
Volume 3 - 2025 | doi: 10.3389/forgp.2025.1513122
A data-driven approach exploring the entrepreneurialmanagerial spectrum
Provisionally accepted
Alexa Booras
Jan Auernhammer
Katerina Monlux
Jennifer L BrunoSahar JahanikiaHua XieNeeraj Sonalkar
Manish Saggar*- Psychiatry and Behavioral Sciences, Stanford University, Stanford, California, United States
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Entrepreneurs are responsible for starting new ventures, often with high risk and innovation, while managers oversee existing organizations, optimize operations, and achieve predefined goals. Although frequently seen as a dichotomy, entrepreneurs and managers share responsibilities for building and sustaining a business, and hence, this could also be studied as a spectrum. Previous research has individually examined specific aspects of entrepreneurial (versus managerial) work, but limited studies have examined their effects holistically. Using a wide range of survey instruments, we took a data-driven approach to explore the entrepreneurialmanagerial spectrum. Exploratory factor analysis revealed five latent factors driving variance in our data: Negative Emotions, Fulfillment & Support, Creative Capacity, Collaborative Personality, and Decision-Making Avoidance & Hypervigilance. When analyzed as a traditional dichotomy, we found that entrepreneurs scored lower than managers in Decision-Making Avoidance & Hypervigilance, and Collaborative Personality. As a spectrum, data suggested (1) an increase in Creative Capacity with more entrepreneurial experience and (2) a decrease in Decision-Making Avoidance & Hypervigilance with more entrepreneurial experience. On the other hand, emotional health and career success remained similar across groups. Overall, we explored the complex profile of entrepreneurs and managers as a step towards understanding the dynamic and unique combination of personality, cognition, and emotional health across the entrepreneurial-managerial spectrum. Our study provides a first step towards an integrative lens through which future work can extend to develop programs that improve entrepreneurial decision-making and creativity, with practical implications for organizational behavior, leadership development, and cultivating entrepreneurial mindsets within existing organizations.
Keywords: organizational psychiology, Entrepreneur, managers, creativity, Decision Making
Received: 17 Oct 2024; Accepted: 19 May 2025.
Copyright: © 2025 Booras, Auernhammer, Monlux, Bruno, Jahanikia, Xie, Sonalkar and Saggar. This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) or licensor are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.
* Correspondence: Manish Saggar, Psychiatry and Behavioral Sciences, Stanford University, Stanford, 94305, California, United States
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