The current study examined the retrospective experience of scientists and engineers as they became new unit leaders in science and engineering firms. The goal of the study was to propose a theory that would lead to a better understanding of how scientists and engineers can be successful in their evolution into new leaders. The evolution was considered in the context of Robledo, Peterson, and Mumford's (2012) 3‐Vectors Model to appreciate the situation in which new leaders in scientific and engineering firms find themselves. The evolution was then considered in the perspective of Social Identity Theory to understand the relational development of the scientist or engineer as a new leader. The theory that emerged was that without a sound understanding of both the situation and adaptation of a new sociotechnical identity, achieving success in the leadership role is, at best, uncertain. Identity development and situational understanding are both necessary to facilitate and expedite the transition of scientists and engineers into the new leadership role. The transition from staff‐level scientist to leader can be made more productive through individual and organizational action espoused herein. The implications reveal many aspects of importance for organizations, individuals, researchers, and educators in Science, Technology, Engineering, and Math (STEM) and similar technical disciplines.

The need for sleep has important implications for entrepreneurship. Researchers have come to understand that sleep insufficiency affects creativity, innovation, self-control and operational efficacy. Yet quality sleep often eludes an entrepreneur because of the demands from the business environment, fear of failure and job insecurity, among other things. Hence, a sleep paradox exists where aberrant sleep patterns or sleeplessness undermine success. However, aberrant sleep patterns and sleeplessness are a necessary part of successful entrepreneurial experiences. The current research used a qualitative design to understand how successful entrepreneurs retrospectively perceive aberrant sleep patterns or sleep restriction (i.e., sleeplessness); but, more importantly, how they implement coping mechanisms to overcome this paradox to achieve positive outcomes for their business. Successful entrepreneurs of the current research were seen to self-regulate their actions to address the vagaries of entrepreneurial experience. They manage aberrant sleep patterns or sleeplessness by taking steps to develop adaptative tools (i.e., coping mechanisms such as mental, physical and behavioural shortcuts) to aid decision-making in an uncertain business environment and to facilitate the sustainability of their entrepreneurial endeavours.

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This phenomenological research is an exploration of the initial years of the new venture creation process of environmental entrepreneurs. The objective of this research was to explore the retrospective understanding of these scientists-turnedentrepreneurs as they experienced the transition from scientist to businessperson and employee to entrepreneur. Twenty environmental entrepreneurs answered the research question: What is their retrospective assessment of the early struggles and lived experiences leading to firm establishment as they engaged in the new venture creation process? This study determined that the experience of starting a new venture is distinct from the establishment of self-sustaining new venture. Each experience displays a discrete essence as the scientist navigates the new venture creation process.