Timmons, Canadian Edition, is a rigorous, practical, and experiential text. Timmons provides strong, comprehensive theoretical coverage balanced with practical examples and cases, all designed to instruct students on how to formulate, plan for, finance, launch, manage, and eventually harvest a new venture. New Venture Creation: Entrepreneurship for the 21st Century, Canadian Edition, addresses the needs of upper-level entrepreneurship and new venture courses. The results show that founders should focus more on leadership behaviour. Today, leadership is neglected by most entrepreneurs and is not considered a motivation for founding a business. Results indicate that for start-ups and their performance, leadership behaviour is as important as their context. Furthermore, the size of the start-up has a significant, positive, moderating effect on the relationship between laissez-faire leadership and start-up performance, as well as a significant, positive, moderating effect on the relationship between the transactional leadership dimension, management by exception and start-up performance. However, no significant, direct effects on start-up performance were found for transactional leadership or laissez-faire leadership. The results indicate that transformational leadership has a significant and positive effect on start-up performance. The model has been tested using a sample of 102 start-ups and their founder-CEOs and includes feedback from 372 employees, rating their leadership behaviour of founder-CEOs. This article explores the role of leadership in start-ups and outlines a model of when, why and how leadership behaviour of founder-CEOs influences start-up performance. To view cumulative results, we have used the function boxplot. In our research we analysed nine founders and CEOs of start-ups base on a 360-degree evaluation- self-evaluation and evaluation of four members of the team. To make the analysis comparable, analysed figures are only men. As a successful start-up we defined a company which fulfilled all of the following conditions: creates a unique scalable product/service, exists on the market 4 to 6 years and is achieving revenues in the amount of the third quartile (Q3) in its industry. This questionnaire analyses and compares self-evaluation of an examined individual with 360-degree analysis of four members of his team. In our analysis, we used the questionnaire- Belbin Full Individual Report. The purpose of this research is to determine whether there are certain common characteristics of successful entrepreneurs- start-up founders.
The main goal of this research paper was to identify the role of founders in successful start-ups. Leadership in start-ups has its specific features, which are connected to a high uncertainty, moving of current boundaries, outstanding adaptability and perseverance of the founder.
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