Dora Jimela Kialo- AIU via Papua new Guinea University of Technology 1 Leadership for the Common Good: The Power of Unreasonable People: How Rural Social Entrepreneurs Create Markets That Can Change the World Dora Jimela Kialo Teaching and learning methods Unit- Papua New Guinea University of technology 14/01/2015 Renowned playwright George Bernard Shaw once said "The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man." By this definition, some of today's developing world entrepreneurs are decidedly unreasonable--and have even been dubbed crazy. Yet as John Elkington and Pamela Hartigan (2010) argue in The Power of Unreasonable People, our very future may hinge on their work. Through vivid stories, the authors identify the highly unconventional social entrepreneurs who are solving some of the world's most pressing economic, social, and environmental problems sustainably. They also show how these pioneers are disrupting existing industries, value chains, and business models--and in the process creating fast-growing markets around the world- thus the tremors of the Asian Era in Papua New Guinea business and social arenas. Before there can be entrepreneurship there must be the potential for entrepreneurship, whether in a rural community seeking to develop or in a large urban organization seeking to innovate. Entrepreneurial potential, however, requires potential entrepreneurs. This paper discusses antecedents of such potential and proposes a model based on Shapero's (1982) model of the entrepreneurial event. We then discuss this model in light of supporting evidence from two different perspectives, corporate venturing and enterprise development. Potential entrepreneurs appear critical to Shapero's (1981) notion of a resilient, "Self-renewing" economic environment, whether we examine a community or an organization. Resilience requires a supply of potential entrepreneurs who surface and take the initiative when a personally attractive opportunity presents itself. Taking such initiative helps the local economy or parent organization adapt to our ever-changing world. The entrepreneurial event requires a preexisting preparedness to accept that opportunity (i.e., "potential") followed by something that precipitates the decision (Shapero. 1982; Reynolds, 1992). Potential entrepreneurs need not have any salient intentions toward starting a business; their potential is latent and is causally and temporally prior to intentions. To Shapero, "resilience" characterizes communities that are successfully developing; it also characterizes organizations that are successfully innovating (e.g., creating new ventures). In both cases it appears to be absolutely vital to identify and encourage a healthy supply of potential entrepreneurs. The question is: Who are these potential initiative takers, these potential entrepreneurs? How do we encourage the creation of entrepreneurial potential? This paper offers a social psychology perspective to people of all walks of life including leaders on how to conceptualize and test the notion of entrepreneurial potential for the common good of people and sustainable development. This approach might be best described as a process-based, theory-