企业家作为领导者更有意义，因为企业家是寻找机会推动业务增长的人。管理者的主要动机是控制和稳定，企业家的主要动机是成就和成长(Fairlie & Holleran, 2012)。直觉发展、创造力、创新和冒险能力与企业家相关(Wincent & Westerberg, 2005)。Kotterman(2006)认为，正式责任和日常复杂性处理的管理特征不符合企业家的要求。领导力具有愿景，并激励人们为了追求愿景而改变(Kotterman, 2006)。变革是建立在领导力的基础上，而在管理中，常规和协议是建立在领导力的基础上的。研究人员提到，领导者是鼓舞人心的、创新的、灵活的、勇敢的和独立的，并且有灵魂、激情和创造力。而管理者是深思熟虑的，权威的，咨询的，分析的，稳定的，并有理性，头脑和坚持”(Algahtani, 2014，第77页)。
阿里巴巴集团(Alibaba Group)执行主席马云(Jack Ma)相信，始终专注于创造新的机会的领导风格。在去年的一次会议上，他讨论了领导者如何需要智商(IQ)、情商(EQ)和爱商(LQ)。“马云说，他相信，人类将通过对自己的想象力和超越机器的能力充满信心，找到解决当今全球发展面临的最可怕问题的办法，包括贫困、气候变化和疾病”(MacLellan, 2017，第3段)。2)与传统的商业思维相比，这里的关注点和思维方式具有很大的变革性。它展示了对未来一代的愿景，即企业家在任何时候都需要关注什么。这与商业经理的思维方式完全不同，他们认为企业家必须成为领导者，才能确保企业不会陷入困境。除了授权和激励下一代，马云认为，必须从根本上规避工作场所存在的不道德行为(Yu, 2018)。再一次，在倡导此类行动时，马云展示了利用各种机会创造性地纠正职场做法的决心。这种创造性的行为更符合领导者的概念定义，而不是管理者。
A leader influences people towards attainment of goals in an organization and it is heavily involved with the human resources of the organization. The very nature of leadership is such that it is a people activity. Comparative management is associated with better problem solving and smooth maintenance for rendering every day activities. It would appear that leadership and management are two complete cornerstones. However, this is not the situation. As theory and research reviews show, leadership is a part of management behaviour and a leader is a manager. In this context when considering the role of an entrepreneur in their entrepreneurial activity, adebate can be conducted on whether an entrepreneur has to be a manager or a leader.
An entrepreneur as leader makes more sense, as the entrepreneur is the person who is on the lookout for opportunities to drive business growth. The primary motivation for the manager is control and stability, and for the entrepreneur, it is achievement and growth (Fairlie & Holleran, 2012). Intuitive development, creativity, innovation and risk-taking ability are associated with the entrepreneur (Wincent & Westerberg, 2005). The managerial traits of formal responsibility and routine complexity handling as Kotterman (2006) argues will not match the demands set for an entrepreneur. Leadership leads with a vision and motivates people towards change in order to pursue that vision (Kotterman, 2006). Change is inherently built in the case of leadership, whereas in management, routines and protocols are inherently built within it. “Researchers mention that the leader is inspiring, innovative, flexible, courageous and independent, and has a soul, the passion and the creativity. While the manager is deliberate, authoritative, consulting, analytical, and stabilizing, and has the rational, the mind, and the persistence” (Algahtani, 2014, p. 77).
Jack Ma, the executive chairperson of the Alibaba Group, believes in a leadership style that is focused on employing newer opportunities all the time. In a meet last year, he discusses how leaders need intelligent quotient (IQ), emotional quotient (EQ) and love quotient (LQ). “Ma said he believes humans will find solutions for the direst issues facing global development today, including poverty, climate change, and disease, by having confidence in their imaginations and their ability to out-think machines” (MacLellan, 2017, para. 2). The focus and way of thinking here are so transformative compared to traditional business thinking. It shows a vision for the future generation on what an entrepreneur needs to focus at all times. This is quite unlike how a business manager would think and reinstate the notion that the entrepreneur has to be a leader to make sure their business does not tank. In addition to empowering and inspiring future generations, Jack Ma believes that unethical practices present in the workplace have to be circumvented radically (Yu, 2018). Once again, in advocating for such actions, Jack Ma shows the drive to make use of opportunities to creatively correct workplace practices. This creative action falls in the conceptual definition of a leader more than a manager.