Abstract
The research proposed will examine the differences and similarities between the mindsets of people who lead nonprofit Social Entrepreneurial Enterprises (SEEs) and those who manage traditional non-for-profit organizations (NFPs) in Mexico. In particular, the study will seek to identify the extent to which risk orientation, opportunity recognition, self- efficacy, innovativeness, and social capital influence social entrepreneurial behavior. By comparing these two types of leadership roles, we can further our understanding of how some social leaders in Mexico, despite diminishing traditional revenue streams, are able to scale up and sustain their nonprofit organizations.
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