*3.3.3 Attitudes*

Attitudes can be described in a variety of ways. First, attitudes remain the same in individuals unless effort is made to change them. Second, attitudes can be positive or negative. Third, attitudes are usually aimed at a specific object and reflect the beliefs and feelings of the individual. As a result, attitudes are a continuous tendency to feel and act in a certain way toward a specific object. Information, behavior, and emotion are the three components that make up an individual's attitude.

### **3.4 Communication skills**

Considering venture leaders need others to accomplish their goals, their ability to communicate with, collaborate, and appreciate others is critical [27]. Effective oral and written communication is critical for venture success. The ability is essential for success in any enterprise, but it is more important for leaders who must accomplish results via the contributions of others. Communication abilities include the capacity to communicate in an understandable way, as well as the willingness to pursue and use feedback gotten from others to guarantee that you are being understood [28]. Also, a leader's communication skills will be put to test when interacting with shareholders, investors, and stakeholders. Fundraising is one of the most important continuous responsibilities of a venture leader. To raise funds, the leader must be able to convey a concise story on the venture's products and market, its business strategy, and value proposition. This brief description of the company is frequently called the elevator pitch. Aside from the elevator pitch, a leader must also have the ability to explain the venture's goal and direction through a documented business plan. Nicole [29] hints that when engaging with potential lenders, investors, or other important stakeholders, a business plan

is essential. You can also reduce the business plan into significant writing skills. Although, there are companies that offer these services, research has shown that the leader should produce these documents themselves [30]. Lastly, a leader must be adept at pitching the plan or executive summary to potential investors and other stakeholders [31]. The linguistic capacity to explain the business's objective and goals, as outlined in the strategy, necessitates understanding and adapting the style of communication to one's audience. Several technological venture leaders, for example, need to present their company ideas to individuals that are diverse and not technically savvy like them. In such circumstances, utilizing technical language or sophisticated visuals to explain a business idea is unlikely to generate the intended outcomes. The venture leader must modify communications to meet the other people's capabilities to participate in the conversation.

## **3.5 Analytical skill**

Analytical skills are the ability to address organizational issues utilizing repeatable methodologies or procedures. Analytical skills centers on the capacity to recognize important elements influencing venture success, comprehend how they interface, and manage them to meet venture goals. It also includes the capacity to detect and analyze difficulties that arise on a day-to-day basis for the venture. Analytical skills are essential to comprehending challenges and devising a solution with action plans. Analytical abilities include the capacity to identify and comprehend how numerous complicated factors interact, as well as the ability to devise methods that would make these factors interface in a preferred manner [32]. These skills also enable you to assess your potential and the expertise of those involved in the venture. A leader that can assess and embrace their weakness and strength is in the best position to meet performance objectives. Also, leaders who have properly assessed their skills will recruit individuals who fit their strengths and mitigate their deficiencies. Most leaders may already have excellent analytical abilities; however, they are primarily concerned with technological issues instead of business concerns [33]. Managing a venture necessitates changing the focus from studying the main technology to assessing the business. In terms of technology, a venture may offer the best product or services. But from a business standpoint, the leader must analyze and evaluate the market potential, the associated costs of introducing the product or services to the market, the financial capacity that is needed to build and expand the venture, the scalability of the venture over time, and a variety of other factors [34].

### **3.6 Resilience skill**

Another essential trait of a venture leader is resilience. The physical, financial, and emotional turmoil that most ventures face is frequently difficult to handle. Leaders must be able to maintain the venture's stability in the face of turmoil. Every human is equipped with the ability to maintain strength amid stress, ambiguity, and uncertainty. A leader must be fully aware of their limitations and try to improve them by engaging in personal development, reflection, and experience. Most leaders will eventually cultivate greater resilience as they fail, struggle, and recover [35]. However, there are things that a venture leader can and should do to improve personal resilience. For instance, peradventure the venture experiences difficulties with their finances, the leader needs to put their feelings concerning the difficulty under control so that it does not affect the venture team's performance. Walking around as a leader with a sad face or loud complaints concerning the state of finance will likely affect the team morale and subsequently, their performance

will suffer too. Whereas at such times, team performance is important more than ever, however, the leader's lack of self-control has the potential to undermine that performance [36].
