This study attempts to determine the relationship between Entrepreneurial Leadership style and business performance of Small and Medium Enterprises (SMEs) owned or led by female CEOs in Dar es salaam, Tanzania. The research is based on secondary data from One World Action and Financial Sector Development Trust (FSDT) baseline survey databases, covering Kinondoni, Ilala and Temeke municipalities. Data cleaning was conducted using Roy (2010)s seven step methodology and analyzed quantitatively using Pearson Product Moment Correlation and simple regression by SPSS. The findings show that there is a significantly strong positive correlation between Entrepreneurial Leadership style and business performance of SMEs in Dar es salaam, Tanzania.

The study in this article addresses three research questions: a) how do college students view the effectiveness of technology-mediated virtual learning during the COVID-19 pandemic; b) how does virtual learning impact their perceived mental health; and c) what is the mode of learning they most prefer? It follows an explanatory research design and survey method. Data are collected using a questionnaire with a purposive sample of 102 students and interviews with 20 students and 40 faculty members in India. The conceptual framework of this study is quite similar to the modified version of the Technology Acceptance Model (Venkatesh and Davis, 2000). The study reveals that 86% of the students find virtual learning to be ineffective. Such learning not only fails to provide adequate opportunities for experiential learning for developing knowledge, skills, and leadership abilities but also creates several perceived mental health problems. This study may help higher education institutions while designing and implementing virtual teaching-learning systems in order to prevent their negative impact on student’s perceived mental health in future crises. Keywords: Virtual learning, perceived mental health, COVID-19 pandemic, Behavioural Intention, Perceived Usefulness

This study attempts to review the prevailing body of literature on impacts of CEOs different leadership styles on business performance of SMEs in East Africa. The objective of this study is to identify the research trend in the area and issues that are currently addressed in East Africa so as to help interested researchers in the area. 130 relevant studies on the topic were systematically reviewed and the findings showed that, Asia has the leading number of studies published consistently within the past ten years followed by Europe and USA while Africa has the lowest number of studies. In addition, East Africa is among the regions which have the lowest number of studies in Africa. Most studies reviewed covered trade, service, and manufacturing industries. The findings varied from country to country and on the nature of the industry involved. Researchers in leadership and performance of SMEs are encouraged to bridge the research gaps established by this study such as researching in the particular area in industries and countries where no or few studies have been done. A special attention needs to be made in areas like East Africa and related regions which seem to have the lowest number of studies in the particular area.

In a male-chauvinistic Indian society, women have struggled hard to get into main workforce of the corporate sector. Only in the recent past, percentage of women joining corporate sector in managerial positions has increased. It is necessary to know how effectively they are functioning and how they are perceived by their male and female colleagues in terms of managerial effectiveness. This paper attempts to portray how managers in Indian corporate sector perceive women colleagues in terms of managerial effectiveness. It highlights some important findings of a research study, conducted during the period 2010-2013. The findings are based on data collected from 1260 sample respondents from 60 companies in India who responded to a structured questionnaire and in-depth-interviews with 30 senior corporate executives. The study explores the perceptions of both male and female respondents on effectiveness of women in managerial roles, in general, and in human resource functions, in particular. There is a feeling among corporate managers that gender has impacts on managerial effectiveness. But the responses are divided to establish whether women are better than men in Human Resource roles or not. Though men are preferred by many as managerial gender for leadership, strategic decision making, negotiation, handling risks and challenges, women are found to be more effective in human resource functions.