Entrepreneurial leadership  Roebuck, referencing Roebuck (2004), defines entrepreneurial leadership as "organizing a group of people to achieve a common goal using proactive entrepreneurial behavior by optimising risk, innovating to take advantage of opportunities, taking personal responsibility and managing change within a dynamic environment for the benefit of [an] organisation". Such leadership aims to cultivate entrepreneurial individuals and teams that fully leverage their creative potential in creating value for an organisation. Entrepreneurial leadership does this by employing leadership practices that "develop the ability in employees to self-generate, self-reflect, and self-correct in their workplace". Entrepreneurial leadership is effectively using the skills associated with successful individual entrepreneurs and applying those within the environment of a larger organisation. This especially means within an organisation where those skills have been lost and replaced with a "corporate" mindset that focuses on process, systems and risk minimisation rather than on entrepreneurial behaviour. Other definitions of entrepreneurial leadership have also emerged:  An entrepreneurial leader will proactively identify opportunities to gain advantage through creativity, innovation and market understanding and then hoion and the customer. j  The entrepreneurial leader will work within a formalised organisational structure, but use the approaches normally expected of an entrepreneur to identify opportunities. Once an opportunity has been identified, they work towards creating a value proposition which will enable a rapid testing of their key assumptions. Next to an effective management of risk (rather than the minimisation of risk often sought within corporate environments), they are required to operate with contextual awareness in order to create a value proposition that delivers value to the customer while taking into account the organisational requirements and strategic aims. The entrepreneurial leader must have the ability to learn fast and within environments of ambiguity and change, while providing clarity and coherence for those around them. The entrepreneurial leader takes responsibility for their actions and those actions must be more proactive than reactive. They think about achieving organisational outcomes in an innovative way and working with a diverse group of people and resources to achieve these goals. Perhaps the best known and most widely considered example of an entrepreneurial leader is Steve Jobs, but there are many real life examples in the world of business and other industries, such as Bill Gates, Mark Zuckerberg, Jeff Bezos and Richard Branson. The search for the characteristics or traits of leaders has been ongoing for centuries. History's greatest philosophical writings from Plato's "Republic" to Plutarch's "Lives" have explored the question "What qualities distinguish an individual as a leader?". Underlying this search was the early recognition of the importance of leadership and the assumption that leadership is rooted in the characteristics that certain individuals possess.