Entrepreneurial traits and success factors: A Qatar-based study

What It Takes to Succeed as an Entrepreneur: The Self-Assessment

1. Introduction
A large number of well-known researchers state that entrepreneurship is the key to a broad array of environmental and societal issues (Hall, Daneke and Lenox 2010; Gibbs, 2009). Its significance is being underscored ever more by academicians as well as popular authors. In June of 2015, The Guardian – a famous English newspaper – assembled an expert panel for discussing the ways in which sustainability-guided businesses can facilitate global sustainable growth, and increase sustainability awareness within Western nations (Purvis, 2015). Numerous experts contributed their insights to the discussion; however, the recurrent idea was sustainability-guided businesspersons being key components within the quest for answers to urgent societal and environmental issues (Purvis, 2015).
This research work aims mainly at testing a number of hypotheses from an explanatory, deductive perspective. To enhance the study’s empirical value, additional exploratory and inductive case study research has been performed. The following three key points form this research’s focus: (1) entrepreneurs’ personality traits and their comparison with other clusters; (2) entrepreneurs’ risk-related attitudes; and (3) their overall aims and expectations with regard to their respective pursuits. The aforementioned points address the major part of the key theoretical contribution to literature on entrepreneurial traits. Such literature is, by nature, rather diverse whilst simultaneously facilitating determination of collective concerns across superficially distinct streams of research.
1.1 Background and overview
While every successful entrepreneur is unique, they tend to share some common qualities that set them apart from others (Taghizadeh and Khadijeh, 2016). For instance, Adams (2018) reports that successful entrepreneurs tend to be highly disciplined self-starters who possess a strong sense of self-efficacy that translates into a high level of confidence. In addition, successful entrepreneurs tend to be highly competitive, creative and committed, with an innate passion for what they are doing (Adams, 2018). Other authorities likewise cite these qualities and include others such as curiosity and openness to new experiences but also emphasize that a growing body of scholarship concerning entrepreneurship indicates that some of these qualities can either be taught or otherwise acquired by aspiring business practitioners (Bement and Dutta, 2014).
1.2 Objectives
The debate concerning nature versus nurture remains unresolved, but a growing body of scholarship confirms that like organizational leaders, entrepreneurs tend to share certain qualities that set them apart from others. Indeed, some people seem to be perfect candidates for becoming successful entrepreneurs, while others prefer less risky employment opportunities – and risk is the name of the game. Some of the characteristics, which are believed to define aspiring entrepreneurs, include passion, an inclination towards entrepreneurship, self-discipline and confidence, and the strong backbone that is required to survive the rigors of the business world and succeed. This study explored the importance of Passion, Self-discipline, Confidence and Strong Backbone of entrepreneurs in Qatar to be successful. In addition, the study explored the main drivers and obstacles to succeed as an Entrepreneur in Qatar. Hence, the specific objective of this study was to confirm or refute a series of guiding hypotheses concerning the various qualities of entrepreneurs and their relationship, if any, to academic level, age, and gender.
1.3 Significance of Study
Successful entrepreneurs have a significant influence on economic development. Small- to medium-sized enterprises created by entrepreneurs account for the majority of new jobs available in a given region and these contributions tend to become even greater when the multiplier effect is taken into account (Thurik, 2013). Indeed, according to Henderson (2009), “Entrepreneurs create economic growth in their communities by forming new firms. In the 1990s, during the longest economic expansion in the United States economy, the majority of new jobs were created by small and medium-sized entrepreneurs operating high-growth businesses.” Although the economic impact of entrepreneurs is most readily visible at the local level, the cumulative economic effect of small business start-ups is truly staggering. For instance, Henderson (2009, p. 46) adds that, “The value of entrepreneurs is evident at both the national and local levels. By definition, entrepreneurs risk their own time and resources to create new businesses and contribute to the economic growth of their local communities as well as their nations. In fact, entrepreneurs are the engines that drive global economic development (Henderson, 2009). At the national level, nations with more entrepreneurial activity have stronger GDP growth. Entrepreneurship accounts for one-third of the difference in the economic growth rates between countries.” In sum, how far entrepreneurs are successful will probably depend on the extent to which the communities in which they compete benefit from these businesses.
Literature review
The majority of lawmakers and research scholars seem to be concerned about both the traits that predict entry into the entrepreneurship arena and those that play a role in effective project performance measures like growth, long-run survival, self-reported business success, and investment.
Research to date confirms that entrepreneurs come in all sizes, shapes, ages and genders, but most successful entrepreneurs in the past have tended to be younger males (Taghizadeh and Khadijeh, 2016). Things are changing today, though, and growing numbers of females and older business practitioners are launching their own businesses and taking the same types of risks that have traditionally been the exclusive domain of younger males (Singh, 2009). The common qualities described above that are typically shared by successful entrepreneurs can be regarded as being the result of their individual personalities. In this regard, Taghizadeh and Khadijeh (2016, p. 192) report that, “From the theoretical perspective, the innovativeness of entrepreneurs can be related to the individual's personality.” Research concerning successful entrepreneurs indicates that their personalities represent accurate indicators of the long-term success of their business enterprises (Taghizadeh and Khadijeh, 2016).
Indeed, the casualty rate for new start-ups is high, and far more small businesses fail during the first few years than succeed as long-term profitable enterprises (Henderson, 2009). The new businesses that take hold and manage to overcome the significant challenges that are arrayed against any new enterprise are clearly the exception rather than the rule, so gaining a better understanding of what qualities are most responsible for helping aspiring entrepreneurs succeed represents a timely and valuable endeavor.
A Dozen Characteristics Essential for Entrepreneurs
Empirical researches on the subject of entrepreneurship examining entrepreneur traits nearly outnumber all other types of researches on the subject (Othman et al., 2006). Innumerable researches have been done on the definition of entrepreneurs with regard to their characteristics/qualities like innovativeness, farsightedness, risk-taking, opportunity seeking, etc. (Salamzadeh et al., 2014). Researches concentrating on the trait perspective aim at identifying one single or a number of personality traits that can effectively predict entrepreneurs’ behavioral trends, besides distinguishing entrepreneurs from others. Within this cluster, the fundamental analytical unit is entrepreneurs; their characteristics/traits are perceived as keys to accounting for the entrepreneurship phenomenon.
1) Confidence
Confidence represents an entrepreneur’s hallmark. While it isn’t an innate quality in all, one can cultivate it. Numerous confident adults acquire feelings of self-worth and conviction in their capability of facing challenges through taking action (despite lacking confidence), and subsequently acquiring belief in themselves and personal strength through perceiving outcomes and acquiring peers’ respect and approval (Montagno, Kuratko & Scarcella, 1985).
2) Sense of Ownership
Assuming responsibility for ensuring things get done – and carefully and meticulously performing tasks – involves acting like the owner. Instead of behaving as though it is somebody else’s burden, entrepreneurs perceive it as their own, and go about resolving issues, improving things for the better, and focusing on circumstances to bring about progress. Though this feeling of ownership is a quality of a star employee, entrepreneurs understand that they need to refrain from assuming too much accountability/responsibility (Kozubíková et al., 2015). Instead of controlling and possessing situations, entrepreneurs guide others to take responsibility, thus using individual accountability for pursuing collaboration, profitability, and success in general.
3) Communication Skills
An entrepreneur understands that human resources (personnel, customers, partner firms, etc.) form the most salient component of all enterprises. These entities are capable of both making and breaking a company; further, communication constitutes the basis of effective interpersonal relationships. Entrepreneurs refine their oral, non-verbal (e.g., body language, expressions, tone of voice, etc.) and written communication skills (Kusmintarti et al., 2016). Besides, for supporting communication, they make the most of every resource and tool on hand, including public speaking or foreign language classes, telecom and computer technology, neuro-linguistic programming or search engine optimization (SEO) relative to marketing and sales, or specialized written communication in the form of policy manuals, grants, mission statements, business proposals, etc. In particular, entrepreneurs cultivate the capability of paying attention to what messages/thoughts other people attempt to convey. The ideal communicator listens first and with complete attentiveness.
4) Keen on Learning
An entrepreneur is typically “autodidactic” – i.e., the majority of their learning occurs through searching for information, undertaking research, reading, and posing questions, rather than relying on formal classrooms. Furthermore, they quickly learn from the errors they make and are, hence, less likely to repeat them on account of personality flaws like ego, conceit, and being blind to personal judgment errors, weaknesses or failings. For leading and training other people, effective entrepreneurs make continuous efforts to increase their knowledge and understanding (Chatterjee & Das, 2015). Owing to their zeal for learning, such people ensure they are surrounded by those who are more knowledgeable and experienced than themselves. They acknowledge others’ opinions and standpoints for better understanding human nature. Hence, they continuously enrich their knowledge whilst concurrently making rigorous attempts to increase their knowledge through sharing.
5) Team Player
Entrepreneurs who fail to take advantage of teamwork have no team to share work with and delegate tasks to; rather, they have to perform all tasks alone – a highly challenging undertaking. As fresh ventures are associated with considerable monetary and personal risks, it is prudent to accommodate dynamic relationships and interpersonal synergy (Trang, 2016). An effective entrepreneur leverages collaboration for getting all tasks done smoothly and effectively.
6) System-Oriented
Akin to mathematical formulae, a good system enables reproduction of superior results repeatedly – with the application of an increasingly lower amount of resources and effort. Entrepreneurs depend more on systems than individuals, seeking a system-based solution first and only banking on a human resource-based one if the former isn’t available. If an individual completes the task but quits or becomes ill, the job gets threatened. However, if tasks are to be completed using a system, anybody may step in, follow blueprints, and achieve the required outcomes (Baluku, Kikooma & Kibanja, 2016). Likewise, whilst resolving issues and troubleshooting, entrepreneurs will firstly inspect the system, as system glitches give rise to repeated flawed results. Design, implementation, and perfection of systems may be counted among the most rewarding and helpful entrepreneurial abilities.
7) Dedication
Entrepreneurs are committed to fulfilling their visions, aspirations and strategies. This determination galvanizes the entire company. Among the leading causes of corporate failure is a loss of focus. Targeting, clarifying aims, brand-refining, and narrowing down error margins is crucial. Irrespective of involved efforts, entrepreneurs are single-mindedly committed to their tasks and the accomplishment of positive results (Trang, 2016). They are firm in their commitment even if they have to cope with daunting challenges or act beyond normal duty.
8) Gratitude
Gratitude helps entrepreneurs receive more; after all, grateful individuals appreciate what is accorded to them, and cherish and respect it. They strive to promote its growth, rather than neglecting it. Entrepreneurs understand that nothing must be taken for granted. This makes them agile, flexible and amenable to evolving requirements and the need for change. Simultaneously, it makes them thankful for the gratification, contentment, and joy which stems from personal achievement and impact (Baluku et al., 2016).
9) Optimism
A positive attitude is a crucial trait for entrepreneurs; an entrepreneur views stumbling blocks as low cost tuitions for the priceless business lessons learned by means of personal experience. Prior failings, limitations, or frustrations are considered history, to ensure they cease to impede the future or plague the present. When everything works right and the enterprise flourishes, the entrepreneur’s positive attitude and confidence is further boosted. This affords drive and incentive for bigger achievements, besides increasing hope.
10) Gregariousness
As people are the central entity of all enterprises, entrepreneurs typically have a sociable disposition. They eagerly share their ideas, services and goods, and spread this excitement to customers, subordinates, friends, and others within as well as outside the business domain. Furthermore, hardworking businesspersons delight in the unique opportunities linked to doing what they love for a living. HR specialists, business psychologists, and career counselors are all in agreement that individuals in roles they excel at or like doing enjoy greater satisfaction and success. Their personal experience causes them to typically be high-spirited inside as well as outside the company premises.
11) Leadership by Example
An entrepreneur leads by way of self-motivation (i.e., in the form of a self-starter who enthusiastically takes up a project), in addition to skillfully leading subordinates. He/she grasps the significance of collaboration and appreciating, supporting and rewarding subordinates. Successful entrepreneurs make sure they alone aren’t indispensable to a firm to the extent that, if they are absent, everything will fall apart. Failure to do so means never rising to the greatest rank of entrepreneurial prosperity and independence. More importantly, a good entrepreneur makes sure he/she never wastes subordinates’ potential. In the words of Perry Smith, famous ex- Major General of the US Air Force and business consultant, “Leaders who share their power and their time can accomplish extraordinary things. The best leaders understand that leadership is the liberation of talent; hence they gain power not only by constantly giving it away, but also by not grabbing it back.”
12) Not Afraid to Take Risks to Succeed
A large number of individuals would succeed if only they were bold enough to take chances. Also, several who do take a risky step and find themselves on the brink of success balk at the last minute and retreat to their comfort zone (i.e., small-scale business). Personnel typically keenly seek security and hold on to the familiar; such individuals give up their dreams owing to inadequate ambition and determination – a trait true entrepreneurs possess in abundance. While an entrepreneur is not totally resistant to fear, he/she makes sure this fear of failing, disappointments, tedium, and toil prevails over the enduring fear of succeeding.
Overview of the Qatari entrepreneurial ecosystem
Qatar’s economy has developed swiftly since the latter part of the 1990s, on account of increased hydrocarbon production, thanks to North field gas extraction. Hydrocarbon production is largely responsible for the nation’s GDP growth, socioeconomic growth, extant money, and governmental budget surplus (Gangi, 2017). The nation has witnessed never-before-seen economic growth rates over the last twenty years, sometimes going above ten percent.
However, a noteworthy point is: Qatar’s reliance on solely hydrocarbon production placed it at immense risk. The nation understood this fact and decided upon economic diversification for alleviating the risk, transforming itself into a knowledge-founded economy where a crucial part is played by private sector enterprises. Indeed, diversification of income and creation of a knowledge-founded economy has been highlighted as one among the main aims of the Qatar National Vision (QNV) 2030, unveiled in October of 2008 (Welter et al., 2017; Faghih & Zali, 2018). QNV attempts to transform the nation into one that is socially and economically developed by the year 2030; the nation ought to be able to maintain its development, together with high living standards, for the whole of its population for several decades into the future.
The Qatari nation has started taking steps for guiding startup firms along the right direction. For instance, the governmental organization, EQ (Enterprise Qatar), aims at improving the nation’s entrepreneurial climate and increasing its viability for ensuring entrepreneurs’ voices are heard and they can play a major part in the national economy. Additionally, the QSTP (Qatar Science and Technology Park) has introduced an Executive Entrepreneurship Certificate Program through which it aims at functioning as the incubator for new foreign and domestic entrepreneurs and enterprises (Faghih & Zali, 2018). Yet another example is the QDB (Qatar Development Bank) which was instituted for promoting and funding small- to mid-sized enterprises. Lastly, the Roudha and Bedaya Centers provide mentoring services to startup companies.
Owing to such encouragement, Qatari youngsters appear to be displaying an interest in entrepreneurship. A new Gallup-conducted Silatech Index analysis revealed that the Arab world has witnessed a dramatic decline in youngsters planning on pursing entrepreneurship of late. In the year 2009, twenty-six percent of young Arabs (between 15 and 29 years of age) were aspiring businesspersons or planning on commencing their own business within a year. Qatar alone (among all Arab world nations) has witnessed a steadiness or growth in levels of youth entrepreneurship in this period (young entrepreneur levels grew from 24 percent (2009) to 33 percent in two years) (Hsieh et al., 2019). A survey by Gallup discovered that the nation has a sounder youth entrepreneurship culture than all other Arab nations.
The attitude of Qatari nationals with regard to engaging in startup business ventures has been improving concurrently with the emergence of conducive entrepreneurship conditions within the nation. Roughly 66 percent of its citizens between the ages of 15 and 29 years claim to be personally acquainted with one or more individuals who can advise them on business management. Likewise, 74 percent of youngsters in the nation claim to trust somebody besides a family member to the extent that they are comfortable with entering into a business partnership with them (Hsieh et al., 2019; Faghih & Zali, 2018). Moreover, most Qatari youngsters admit that they have access to business commencement-related training (fifty-eight percent) and funds for starting a business (sixty-one percent).
1.0 Theoretical Background and Hypotheses Development
2.1 Theoretical Background
Within the context of this study, the definition of an entrepreneur is: one who has risked or plans on risking his/her own capital, reputation and time for a business undertaking. Literature on the subject aims at identifying the distinctive traits of a successful entrepreneur; however, past research works have only accumulated fragmented information on entrepreneurial traits promoting success. Seifert and Van Ness’s (2016) multidimensional model is targeted at capturing a broader picture of entrepreneurs’ personality traits through combining personality traits’ three distinct dimensions and underlining the strongest entrepreneurship predictors. Simultaneous evaluation of personal traits from all aforementioned dimensions increases chances of a more comprehensive grasp of individual traits as compared to a one-dimensional approach. Studying traits using diverse standpoints facilitates the formulation of a more uniform and accurate image of internal elements that drive an entrepreneurial predisposition. Analysis and amalgamation of proofs from past researches in all three personality trait dimensions leads one to conclude that those who display highly positive affect, in addition to qualities like delaying gratification, scrupulousness, emotional stability, resourcefulness, and work centrality are positively linked to Type 1 entrepreneurial propensity. Apparently, those possessing all of the aforementioned traits will consistently exhibit a high level of interest in personal development of businesses and greater likelihood of entrepreneurial success.
2.2 Hypotheses Development
Based on the foregoing findings concerning the common types of qualities that are shared by successful entrepreneurs, the following hypotheses (H1, H2, H3) and corresponding null hypothesis (Ho4) were used to guide this study: Successful entrepreneurs possess a:
Passion in Entrepreneurship
This is perhaps one among the most salient entrepreneurship traits. The majority of entrepreneurs claim zeal, and not the assurance of power and wealth, spurs them on. Of the numerous things entrepreneurs may be enthusiastic about, some are their services and products, the issues their organizations provide solutions for, or the desire for improving clients’ lives (Ismail et al., 2016). What excites entrepreneurs with regard to their work isn’t of as much value as their passion, since this aids them in persisting in the face of challenges such as tight budgets or having to work long hours.
H1: There is a strong significant relationship between Passion and inclination towards entrepreneurship.
Self-discipline, confidence, and an inclination towards entrepreneurship
Self-efficacy impacts entrepreneurial intention via cognitive processes, emotional states, and motivation. Those exhibiting high levels of self-efficacy have better intellectual ability, environmental management efficiency, and strategic flexibility. Confidence in oneself constitutes a necessary entrepreneurship trait which is associated with other psychological traits. Empirical analyses of literature on the subject of entrepreneurship reveals that entrepreneurs possess greater self-confidence as compared to non-entrepreneurs (Ferreira et al., 2012). Previous studies reveal that gender has a moderating impact on entrepreneurial inclination.
H2: There is a strong significant relationship between Self-discipline, confidence, and an inclination towards entrepreneurship.
Tolerance to ambiguity
The entrepreneurship environment is ambiguous and fraught with risks. An entrepreneur must enthusiastically venture into unknown waters and readily search for and handle uncertainty. Tolerance towards ambiguity is believed to be an entrepreneurial trait, with entrepreneurially-disposed persons anticipated to be more tolerant towards uncertainty as compared to other people (Ismail et al., 2016).
H3: There is a strong significant relationship between Strong backbone and inclination towards entrepreneurship.

2.3 The Research Model
The research model used for this study can be conceptually and graphically illustrated via Figure 1 below.
Figure 1. Research model
The variables in Figure 1 above were operationalized in the survey instrument by grouping questions into these domains, with passion, for example, being evaluated using Likert-scaled questions ranging from totally agree to totally disagree (e.g., “I have an enthusiastic drive to succeed and passion for the tasks required” and “I can succeed in any environment with many questions and few answers.”) Likewise, the self-discipline and confidence domains were evaluated using Likert-scaled questions such as, “I can do the tasks necessary to succeed, whether agreeable or disagreeable” and “I value the management and control systems necessary to run a business.”

1.0 Data Collection and Method
The data collection for this study proceeded in a step-wise fashion, beginning with a review of the relevant scholarly and peer-reviewed literature, which was used to develop the content for the survey of business practitioners. The survey instrument was administered in both online and hard copy formats depending on the preferences of the respondents.
3.1 Sample
A total of 600 respondents who lived in Middle Eastern countries were surveyed in time to have their results included in the data analysis. The sample was recruited using email invitations and telephonic requests. The ages of the respondents ranged from 18 years to 31 years and older, with equal number of respondents in the 18-22 and 23-30 year group but just 6.7% in the 31 and older cohort. Two-thirds of the respondents reported having been self-employed in the past.
3.2 Data Collection
The qualitative data collected for this study from the secondary literature was synthesized using the reciprocal translation approach developed by Noblit and Hare (1998) and the quantitative data collected for the study were analyzed as described below.
3.3 Data Analysis Method
Multiple methods were used to analyze the primary data collected for this study, including the Chronbach alpha and after-factor analysis to test for the reliability of variables used (Rutihinda, 2008). In addition, a series of descriptive statistics were used to present the results of the quantitative data analysis in percentile groupings, with these results being presented in both tabular and graphic formats. Finally, a one-way ANOVA and an independent samples test (i.e., Levene's Test for Equality of Variances) were used to analyze the variables in the various domains that were operationalized in the survey instrument which were the focus of this study.

4.0. Data Analysis and Results
4.1 Cronbach’s Alpha - Reliability test for all variables – after factor analysis
According to the Institute for Digital Research and Education, Cronbach's alpha is used to measure the internal consistency of a set of closely related items as a group and is regarded as a dependable measure of scale reliability (Cronbach’s alpha, 2018). The variables tested, their respective item numbers and their corresponding Cronbach’s alpha value are set forth in Tables 1 and 2 below.
Table 1: The Reliability test for all variables – after factor analysis
Table 2: Reliability Statistics

5.0. Analysis: Descriptive Statistics: control variables
The descriptive statistics that were generated by the statistical analysis application used for the operationalized domains are presented in Tables 3 through 8 and depicted graphically in Figures 2 through 9 below.
Table 3: You think you’re an Entrepreneur.
Figure 2: Respondents; You think you’re an Entrepreneur?

The findings set forth in Table 1 and depicted graphically in Figure 2 above indicate that the overwhelming majority of the respondents (93.3%) consider themselves as entrepreneurs.
Table 4: Have you ever worked for yourself?
Figure 3: Respondents; Have you ever worked for yourself?
As can be seen from the results set forth in Table 4 and depicted graphically in Figure 3 above, a smaller but still significant majority of the respondents (66%) reported having worked for themselves in the past.
Table 5: I am in the following age group
Figure 4: Respondents; I am in the following age group
The age groups of the respondents largely mirrored the findings that emerged from the secondary literature with nearly half (46.7%) each for the 18 to 22 year old and 23 to 30 year old cohorts while just 6.7% of the respondents reported being aged 31 years or over.
Table 6: What is your gender?
Figure 5: Respondents; What is your gender?
An especially noteworthy finding from the analysis of the demographic composition of respondents set forth in Table 6 and depicted graphically in Figure 6 above was that two-thirds (66.7%) were females, a finding that reflects the current trends taking place around the globe with more women becoming entrepreneurs even in traditionally patriarchal societies (Godwin and Stephens 2009).
Table 7: What is your academic major?
Figure 6: Respondents; What is your academic major?
Yet another noteworthy – but unsurprising – finding concerning the academic majors of all 600 respondents was business as set forth in Table 7 and depicted graphically in Figure 5 above.
Table 8: What is your academic level of years?
Figure 7: Respondents; What is your academic level of years?
A small majority (53%) of the respondents reported being in their third year of study, and the remaining 46.7% reported being in their fourth year of study as set forth in Table 8 and depicted graphically in Figure 6 above.

5.1 Statistical Analysis (Means, standard deviations, and correlations among variables)
5.1.1 Correlations
The Pearson correlations for the collected data are presented in Table 9 below with significance levels at 0.01 and 0.05 as indicated by one and two asterisks, respectively.
Table 9: The Pearson correlations for the collected data
The respective means and standard deviation values of the variables measured are presented in Table 10 below.
Table 10: Means, SD values of Variables

The analyses of these factors is based on a 7-measurement Likert scale, with responses ranging from 1 (strongly disagree) to 7 (strongly agree). The first item, ‘Passion’ had a lower mean of 6.13 and a standard deviation (SD) of 1.09. The mean for the second item, ‘Self-discipline & Confidence has a positive effect on entrepreneurship, was 6.61, with SD of 1.31. The third item, ‘Strong Backbone’ had a higher mean of 7.63, and SD of 1.36. On the other hand, ‘Reasons to be an Entrepreneur’ rated 7.23, with SD of 1.11. Finally, obstacles to be an Entrepreneur had a mean of 6.19, with SD of 1.30. A close look at the scale of self-assessment of entrepreneurs reveals a positive overall average of 6.75, implying that factors of self-assessment have a positive influence on entrepreneurship success. However, their attitudes are not very strong.

5.2 Measurement Validation (One-way ANOVA – Analysis)
The measurement validation for the variables passion and age and a t-test for Equality of Means for gender are set forth in Tables 11 and 12 below.
Table 11: One-way ANOVA for age and passion
Table 12: Gender T-test
The variables academic level and passion as well as age, self-discipline and confidence are analyzed using a one-way ANOVA as shown in Tables 13 and 14 below
Table 13: One-way ANOVA for academic level and passion
Table 16: One-way ANOVA for academic level and Self-discipline & Confidence
Table 17: One-way ANOVA for age and strong backbone
The results of an independent samples test for academic level are presented in Table 18 followed by a one-way ANOVA analysis of academic level and strong backbone in Table 19 below.
Table 18: Independent Samples Test
Table 19: One-way ANOVA for academic level and strong backbone
The results of a one-way ANOVA and T-Test (Hypothesis Testing) are presented in Table 20 followed by another one-way ANOVA analysis for the variables self-discipline, confidence and inclination towards entrepreneurship in Table 21, strong backbone and inclination towards entrepreneurship in Table 22, and reasons to be an entrepreneur and inclination towards entrepreneurship in Table 23, and a one-way ANOVA for obstacles to be an entrepreneur and inclination towards entrepreneurship in Table 24 below.
Table 20: One-way ANOVA for Passion and Inclination towards Entrepreneurship
Table 21: One-way ANOVA for Self-discipline & Confidence and Inclination towards Entrepreneurship
Table 22: One-way ANOVA for Strong Backbone and Inclination towards Entrepreneurship
Table 23: One-way ANOVA for Reasons to be an Entrepreneur and Inclination towards Entrepreneurship
Table 24: One-way ANOVA for Obstacles to be an Entrepreneur and Inclination towards Entrepreneurship
6.0 Drivers to be an Entrepreneur
As noted in the introductory chapter, entrepreneurs are the engines of economic growth and development and successful entrepreneurs tend to share some specific qualities, including passion, a strong sense of self-efficacy that translates into a high level of confidence, and a strong backbone needed to weather the stormy seas of the business world, among others. Likewise, business practitioners tend to share some common reasons for wanting to become entrepreneurs, and these are set forth in Tables 25 and 26, and depicted graphically in Figure 7 below.
Table 25: Reasons to be an Entrepreneur
Table 26: Overall respondents; Reasons to be an Entrepreneur
Figure 8: Reasons to be an Entrepreneur
7.0 Obstacles to becoming an Entrepreneur
Because entrepreneurs by definition invest, and therefore risk, their own personal resources in a business venture, it is not surprising that financial issues are among the most pronounced obstacles reported by aspiring entrepreneurs. The results set forth in Table 27 and 28 below show that a whole two-thirds of the respondents (66.8%) either somewhat agree (53.5%) or totally agree (13.3%) that financing is an obstacle to becoming an entrepreneur. Other factors that were cited the most frequently included finding the right partner (53% somewhat or totally agreeing) and obtaining the right training and education (73.3%).
Table 27: Obstacles to be an Entrepreneur
Table 28: Overall Respondents; Obstacles to be an Entrepreneur
Figure 9: Obstacles to be an Entrepreneur
Discussion
Study outcomes suggest that the multidimensional entrepreneurship model helps explain entrepreneurs’ success. The model accounts for the traits of passion, self-confidence, self-efficacy, tolerance towards uncertainty, and a propensity towards entrepreneurship. Study outcomes corroborate the fact that passion positively and significantly impacts self-efficacy (H1 is accepted). This is in line with the findings reported by Baluku and coworkers (2016). Prior study outcomes reveal that educated entrepreneurs are better able to identify novel commercial application opportunities. Furthermore, Kozubíková and colleagues (2015) and Montagno and colleagues (1985) add that formally educated individuals possess a self-efficacy that differs from those lacking formal education.
Study outcomes establish that self-confidence, self-efficacy, and entrepreneurial inclination positively and significantly impact self-efficacy (H2 is accepted). The above outcome is in line with findings reported by Trang (2016) and Das and Chatterjee (2015), who claim that self -confidence and -efficacy are vital to forming beliefs for successful decision-making (self-efficacy). Entrepreneurial propensity and confidence give a view of the real positive experiences of an individual in making his/her career choice; they facilitate development of self-esteem, learning and training. Confidence is capable of enhancing self-efficacy via a career path, decision-making influence and strategic direction.
Study outcomes verify that being tolerant towards ambiguity positively and significantly impacts entrepreneurial success. (H3 is accepted). This outcome is in line with findings reported by Sugandini and coworkers (2018), Das and Chatterjee (2015), Salamzadeh and coworkers (2014), and Ferreira and coworkers (2012), which claim that confidence impacts entrepreneurial intention. Highly confident youth entrepreneurs can more easily make decisions for building individual businesses, as they have faith in their capability of adapting to the business environment, employing technological innovation, and anticipating potential imminent risks. Lastly, this outcome is in line with Ferreira and colleagues’ (2012) statement that entrepreneurs are more self-confident as compared to non-entrepreneurs.
8.0 Conclusions
Research findings reveal a multitude of both external and internal factors, normally moderated by some other variables, seemingly affecting business success. But though several factors are akin to those in other research works conducted within other contexts, from a conceptual view, others are associated closely with Qatar-specific characteristics and, thus, context-based. Moreover, these elements’ perceived importance differs for different owner-managers. This is consistent with conclusions made by Ferreira and colleagues (2012) and Salamzadeh and colleagues (2014); their analyses of perceived entrepreneurship success factors on Iranians and single mothers led to the conclusion that these factors differ from one company to the next based on aspects like age, size, management profile, and sector.
8.1 Implications
With a sizable majority of the 600 respondents being female and 100 percent of them pursuing a business major, the results of the data analyses indicate that the business world is changing in fundamental ways, and obtaining the right type of training and education that are needed to become successful entrepreneurs in an increasingly competitive marketplace is at the top of many university students’ list of must-haves. The research was consistent in showing that entrepreneurs in Qatar are not necessarily smarter or more creative or better looking than other people, but they do tend to share some common qualities such as a passion for their profession, the strong backbone needed to overcome the challenges that are an inextricable part of new business formation, and the confidence that they can in fact succeed at what they set out to accomplish. The path that is taken by each entrepreneur in Qatar may be dramatically different, but it is reasonable to conclude that they would not take the first step on this path without possessing the “right stuff” needed by successful entrepreneurs today.
8.2 Limitation and Future Research
The findings that emerged from this study were limited by the fact that the primary data was strictly quantitative in nature and the structured survey did not allow for follow-up questions. Therefore, salient areas for future research would include using focus groups and professional communities of practice to explore the qualities that tend to characterize successful entrepreneurs.

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