The results of the study revealed that individuals' gender had very little influence on their value systems. Finally, by studying the values of individuals in these two fields an assessment of the basic nature of these individuals can be made.Two hundred fifty-five men and women entrepreneurs and managers rank-ordered 15 terminal (desired end states) and 15 instrumental (methods used by individuals to achieve desired end states) values using a modified version of the Rokeach (1973) Value Survey. Third, the current research will also shed some light on the compatibility of the entrepreneurial and managerial roles, a role transition that entrepreneurs make as their businesses mature. Second, venture capitalists, bank loan officers, and individuals in organizations who are in positions to support women's entrepreneurial and managerial pursuits will be able to determine whether or not women and men in these roles are “made from the same cloth” and thus deserve the same consideration. This information should prove useful to a variety of audiences.First, individuals exploring career alternatives can evaluate the appropriateness of entrepreneurial and managerial careers for themselves by determining whether or not their own value systems match those of individuals already in these roles.

This paper discusses a study that evaluated the accuracy of these characterizations by comparing the personal value systems of men and. Moreover, it has been argued that within these occupations men and women are fundamentally different.

Many have suggested that the type of individual who becomes an entrepreneur is psychologically distinguishable from the type of individual who becomes a manager.

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