企業在尋求永續發展時，面對詭譎多變的經營環境時，經營模式幾乎需要全球化、快速化及多元化，組織要能快速回應外在環境的變化與衝擊，決定關鍵勝負的是企業「高階人才」的質與量；高階人才的選聘若是從外部挖角，常見的問題是「能否快速地融入組織與文化適應」，所以有規模制度的企業開始以內部拔擢為主，但是內部則要仰賴有足夠優秀的高階儲備人才，及可以找到合適的、對的高階儲備人才，要如何讓這群對的人「可遇也可求」，這也是本研究最主要的目的，透過找尋「具有『對的』創業領導人的人格特質」的人，再予以培育，以因應組織的多元發展所需要的高階經營管理人才。
為何是找尋「創業」領導人的人格特質，因為要具有「創業家」精神的人，才能有「身兼數職，面對從無到有，凡事從零開始」的心理素質，在其字典裡沒有困難，有的只有解決方法，能不斷地「錯」中學與「挫」中學，這樣面對多變的環境，能獨當一面完成企業組織所交付的任務，這是就「對」的質的人。
發掘到合適的及對的高階人才，最重要的是把對的人放在對的位置，如何才能適才適所，可以透過工作分析，建立工作說明書(Job Description，說明工作內容)及工作規範(Job Specification，描述擔任此工作的人所需具備的資格)，找尋雇用合適的人來執行，或找到潛力人才予以培育成為具有符合職位的能力。
以質性研究方式訪談四位經理人及一位創業者，實際了解在職涯發展過程中，對於職務的選擇及在職場上接受新挑戰新任務的心態看法及作法，分析研究出五位領導人的十項人格特質；及這些領導人成就過程的被發現的八個管道。

When companies seek sustainable development, be confronted with a treacherous and ever-changing business environment. The business model almost needs to be globalized, immediacy and diversification. Organizations must be able to quickly respond to changes and impacts in the external environment. The key to success is the quality and quantity of the "high-level talents" of the enterprise. If high-level talents are recruited from outside, frequent question is "whether they can quickly integrate into the organization and adapt to the culture". Therefore, Institutional enterprise have begun to do internal talent promotion plans. However, internally, we must rely on having enough excellent reserve high-level talents, and we can find suitable and right reserve high-level talents. How to make this group of right people "can meet and seek" is also the main purpose of this research. By looking for people with "the right personality traits of entrepreneurial leaders" and cultivating them, we can meet the needs of high-level management talents for the diversified development of the organization.
Why do we look for the personality traits of "entrepreneurial" leaders, because only those with the spirit of "entrepreneurs" can have the psychological quality of "doing multiple jobs, starting from nothing, and starting everything from scratch". In their dictionary there are no difficulties, there are only solutions, and they can constantly " Learning from "wrong" and learning from "frustration". In this way, in the face of the changing environment, they can complete the tasks assigned by the enterprise organization on its own. This is the quality of "right" talents.
To discover the right high-level talents, the most important thing is to put the right people in the right position. How to be suitable for the right place can be established through job analysis to establish a Job description (describing the job content) and Job specification (describe the qualifications required by the person to hold the job). Find and hire the right people to execute, or find potential talent to nurture into the competencies that fit the role.
Interviewed four managers and one entrepreneur in a qualitative research way, and actually learned about the choice of positions and the attitudes and practices of accepting new challenges and tasks in the workplace in the process of career development, and analyzed and researched five leaders. of ten personality traits; and eight channels of discovery of these leaders' achievement processes.

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