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Based on a literature review of entrepreneurship psychology, and a specific highlighting of the subareas personality, cognition, emotion, attitude, and self, this article presents a review of this field’s past and current issues in terms of topics, theories, and methods. In combination with survey results from entrepreneurship psychology researchers’ current work and opinions on the research frontier on those aspects, this article provides insights and suggestions for future research directions

Aim of the paperThe purpose of this study is to examine and illustrate the interplay between individual entrepreneurs and the organization in social entrepreneurship towards achieving community development. The study focused on addressing two research questions to achieve this aim. First, what role can passionate individuals play in social entrepreneurship? Second, how does the social entrepreneur’s personal performance feed back to the individual? Contribution to the literature The findings make a series of contributions to research. Foremost, the present study provides empirical evidence on how the leader as an individual is important for the social venture. Little previous research has focused on this aspect of organizational management. Instead, theoretical research has focused on conceptualizing social entrepreneurship (e.g., Haugh, 2007; Lumpkin et al., 2013; Weerawardena & Mort, 2001), and empirical studies have focused on social entrepreneurs as change agents (Partzsch & Ziegler, 2011), entrepreneurial models (Mair et al., 2012), and ranking success factors (Sharir & Lerner, 2006). To shed light on the social entrepreneur’s behavior, as we do, adds an active and vivid element to the interplay between the social entrepreneur and the social organization. It does not merely confirm that the individual is important, but helps us develop a tentative model regarding how the leader is important. In doing so, we offer a greater. Second, although social entrepreneurship is a global phenomenon, African countries are underrepresented in the research (for exceptions see Ndemo, 2006; van Rensburg, Veldsman, & Jenkins, 2008; Nwankwo, Phillips, & Tracey, 2007). By drawing on data from entrepreneurs working in Nigeria, the present study contributes to building richer theory.Methodology We used an inductive study to gain greater understanding of the individual−organizational interplay in social venturing. Our sample included 37 individuals leading nonprofit NGOs in Nigeria. In addition, data was collected from 63 individuals surrounding these social entrepreneurs. A semi- structured interview was conducted and lasted from 5-80 minutes. Data analysis followed three steps. First We engaged in open coding. Second, the open coding was used for axial coding, meaning that conceptually similar codes were grouped into more abstract constructs. And finally, we identified dimensions underlying the constructs through axial coding (“organizational power, “community development,” and “personal performance”)Results and implications Findings suggest that social entrepreneurs play significant roles in the organizational power of the enterprise such as engaging in mobilizing resources; promoting in-house commitment within and between members of the organization and also promoting the attractiveness of the enterprise. In addition, promoting community development was another significant role played by social entrepreneurs to promote social impact. Specifically, building organizational power resulted in community development leading to the development of the communities through empowerment; raising awareness; and role modeling. Finally, the findings revealed that the social entrepreneurs perceived how they were performing in terms of both organizing (organizational power) and creating social value (community development). Specifically, the data indicated that their perceived personal performance, which impacted their future behavior and commitment for the social cause was represented by the three indicators: (1) organizational success, (2) affecting others’ lives, and (3) needs that remained unmet.

Obsessive passion is when people have a strong inclination toward an activity that they like, find important, and in which they spend significant time, but also feel internal pressure to engage in. Prior research has demonstrated that obsessive passion typically brings several negative consequences. The present study nuances the picture by showing that there are indeed conditions when obsessive passion can be beneficial and that it has an important role for project management. It develops and tests hypotheses on the role of project leaders' obsessive passion for project goals. Results support that challenging goals are attained to a greater extent if the project leader scores high on obsessive passion. Such obsessive passion, in turn, is a result of the project leader's competence (positive relationship) and the team's competence (inverted U-shaped relationship). These results have important implications for theory and future research on passion, goal theory, and competence in projects.