New ventures have a high rate of failure. To promote the success of new ventures, encourage entrepreneurship, and thereby stimulate the U.S. economy, it is important to learn why new ventures succeed or fail. In this quantitative study, a social cognitive framework was used to investigate the relationship of entrepreneurial self-efficacy, self-leadership, and environmental dynamism among small business owners to the success of new ventures. The design of the study was nonexperimental. Participants included 41 owners of small nonfranchise, for-profit new ventures in Williamson County, Texas. Participants completed self-report questionnaires focusing on entrepreneurial self-efficacy and self-leadership. Environmental dynamism and new venture success were measured on the basis of archived economic data. Bivariate correlations and regression coefficients showed an inverse, significant relationship between environmental dynamism and new venture success, r(39) = -.33, p = .04. The relationship between self-leadership and new venture success showed a trend to significance, r(39) = .28, p = .08. The relationship between the independent variables of entrepreneurial self-efficacy and self-leadership was significant, r(39) = .57, p < .001. The lack of definitive results may point to the uniqueness and complexity of new ventures. Leaders of assistance organizations are advised to take an individualized approach in assisting new entrepreneurs and to be aware that noneconomic indicators of success are important to business owners. Recommendations for further study include using the entrepreneurial social cognitive model with larger entrepreneurial samples and using noneconomic measures of new venture success. An examination of differences between the novice and the experienced entrepreneur in shaping new venture success is also recommended.