RESPONSIBLE ENTREPRENEURSHIP VISION DEVELOPMENT AND ETHICS

18 RESPONSIBLE ENTREPRENEURSHIP
Table 3: Characteristics of Type C Entrepreneurs
Imposing leader
Hardworking, a fighter
Type C in calm conditions
Trusts only those he considers his own people
Overcomes a problem to avoid mistakes
Fair according to his/her code of ethics
Demanding
Will not give up on the company because he/she
cannot stand failure
Disregards the whole picture because he/she
focuses on the target at hand
Steadfast, with stamina
Is not afraid of the target and must bring results by
any means
Makes his/her own rules
Tough negotiator who brings about results
Cooperative when the prospects for achievement
are high
His/her persistence for perfection brings about
results
Commanding leader
Type C under stress
Demands hard work of others as well
Suspicious and controlling with everything
Becomes obsessed with the problem
Self-center4ed: expects everyone to follow his/her
own sense of fairness
Revengeful
Will invest everything (life, family) even for
something that cannot be solved and is doomed to
failure
Dismisses the whole picture and goes only after the
target
His/her persistence destroys his/her life
Dashes forward and disregards even his own life in
order to bring about results
Forces others to follow his/her rules
Rigid negotiator who cannot bring about results
Non-cooperative when the prospects of
achievement are low
Is tortured by his/her need for perfection and
demands perfection of others
Methodology
Our methodology is based on qualitative data that we collected from four different samples.
Sample 1: Training seminars on the Paschalidis Model addressed to 50 businesspeople of
the Hellenic Business Network (ΕΠΙΔΕ). Our method followed these two steps: the first step
was to identify the Types of each businessperson and the second step was to conduct separate
interviews with each one. The interview dealt with each interviewee’s business background,
with special emphasis on the parameters that prompted them to enter the business field.
Sample 2: Seminar/training on the application of the Model in ten (10) businesses – four
in Thessaloniki, Greece, four in Athens, Greece, and two in Warsaw, Poland. The first step
was to identify the Type of each businessperson and CEO (wherever the latter existed) through
the Tri-Anthropo-Type Paschalidis questionnaire and the structured interviews. The second
step was to have those businesspeople and CEOs attend a three-day seminar conducted by
the creator of the Model, Professor Dr. George Paschalidis, on the application of the Model
on a company. The third step was to help employers identify the Types of their employees
by administering questionnaires and conducting interviews. The fourth step was the application
of the Model on the employees. The businesspeople gave new responsibilities and new