ch09 theteam
Chapter 09 - The Entrepreneurial Leader and the Team
Student: ___________________________________________________________________________
1. Most rapid growth ventures also follow conventional organisational patterns and structures.
True False 2. Entrepreneurial leaders generally strive to be at the centre of attention in their ventures.
True False 3. Entrepreneurial leaders are quick to give credit and recognise good performance, and they always accept more than their share of the blame when things don't work out.
True False 4. Workers joining an entrepreneurial venture can expect to receive more guidance and direction than they would typically find in a more established firm.
True False 5. The buy-in of a quality venture capital team is one of the major differences between a firm that provides its founder simply a job substitute, and a higher-potential venture.
True False 6. Venture capitalists are increasingly involved in the shaping the management teams of the firms they invest in.
True False 7. With highly technical new ventures in areas such as biotechnology, there is generally less emphasis placed on the entrepreneurial team.
True False 8. The nascent stage can be as short as a few months or can last years.
True False 9. Research indicates that if an idea is not turned into a going concern within a year, the chances of a startup fall dramatically.
True False 10. The most effective entrepreneurial leaders seem to thrive on the hectic, and at times chaotic, pace and find it challenging and stimulating, rather than frustrating or overwhelming.
True False 11. The importance of a solid entrepreneurial team is such that every new venture needs to start with a full team before plunging into the business.
True False 12. First-time entrepreneurs going through the skills and assessment evaluation process will often conclude that a more experienced person will be needed to lead their venture.
True
Student: ___________________________________________________________________________
1. Most rapid growth ventures also follow conventional organisational patterns and structures.
True False 2. Entrepreneurial leaders generally strive to be at the centre of attention in their ventures.
True False 3. Entrepreneurial leaders are quick to give credit and recognise good performance, and they always accept more than their share of the blame when things don't work out.
True False 4. Workers joining an entrepreneurial venture can expect to receive more guidance and direction than they would typically find in a more established firm.
True False 5. The buy-in of a quality venture capital team is one of the major differences between a firm that provides its founder simply a job substitute, and a higher-potential venture.
True False 6. Venture capitalists are increasingly involved in the shaping the management teams of the firms they invest in.
True False 7. With highly technical new ventures in areas such as biotechnology, there is generally less emphasis placed on the entrepreneurial team.
True False 8. The nascent stage can be as short as a few months or can last years.
True False 9. Research indicates that if an idea is not turned into a going concern within a year, the chances of a startup fall dramatically.
True False 10. The most effective entrepreneurial leaders seem to thrive on the hectic, and at times chaotic, pace and find it challenging and stimulating, rather than frustrating or overwhelming.
True False 11. The importance of a solid entrepreneurial team is such that every new venture needs to start with a full team before plunging into the business.
True False 12. First-time entrepreneurs going through the skills and assessment evaluation process will often conclude that a more experienced person will be needed to lead their venture.
True