In order to explore some of the factors that impact the relationship between entrepreneurial orientation and firm performance, this study moves beyond existing literature to explore the role that various types of managerial power have on an entrepreneurially-oriented top manager’s ability to influence performance. In order to shed light on the factors that have the greatest impact on an entrepreneurially-oriented manager’s ability to impact organizational outcomes, we address three distinct variations of managerial power. Specifically, we explore how prestige, structural, and expert power influence the effectiveness of an entrepreneurial leader. Implications of this line of research highlight the importance of studying entrepreneurial orientation at the individual level of analysis and how firms with growth aspirations should consider hiring or promoting managers with certain entrepreneurial tendencies. Additionally, restricting the top manager’s ability to influence the firm through power differentials may limit the performance of the firm.