hip and leadership activities. In between the two ends, there are numerous theories which attempt to give a clearer picture of what leaders and entrepreneurs do to influence a group of people to enact their vision (Gupta, MacMillan, & Surie, 2004; Yukl, 2010).
             The relative difference in maturity of the different fields allows us to use the development of leadership theory as a predictor of future entrepreneurship theory. There are an increasing number of models in leadership theory which combine both 'being' and 'doing.' Some models of leadership do not focus upon the individual at all and are all about 'doing' such as those that view leadership at an enterprise level. There are new theories that focus on the individual such as emotional intelligence (George, 2000) and charismatic leaders which have provided useful insights.
             This essay concludes with a brief proposal which uses the recent Authentic Leadership Theory to show how theories have developed to incorporate 'being' and 'doing,'and how this new theory may act as a bridge between leadership and entrepreneurship.
             Leaders and entrepreneurs, at an individual level, have many common qualities such as an inclination towards innovation, a propensity to take risks, and an ability to envision a better future for the business and organization (Fernald, Solomon, & Tarabishy, 2005). These similarities have led to some scholars defining entrepreneurship as a type of leadership. It has been argued that most of an entrepreneur's behaviors have been identified as leadership behaviors as well, although this is particularly so within an economic and complex context (Cogliser & Brigham, 2004). This definition was dismissed by other scholars as simplistic since an entrepreneur is more than just a leader who performs in an established organization. An entrepreneur starts a firm from scratch and faces different challenges and crises (Gup...