Egotism and female managerial performance in South Africa: Evidence from SMEs in the agricultural sector

Abstract

This study sets out to address the perceived pitfalls of egotism among female entrepreneurs in South Africa. This study further ascertains a unique strategy and group of accustomed performance factors that are believed to serve as a cognitive antidote for female entrepreneurs to consistently out-manoeuvre the dangers of egotism. This study adopted a qualitative approach in which 16 achieving female entrepreneurs were purposively selected. The primary data was collected through the application of professionally conducted semi-structured one-on-one interviews and Interpretative Phenomenological Analysis (IPA) served as the primary method of data analysis. Findings from this study prove the significant impact the effects of egotism are believed to have on entrepreneurship and managerial performance as a whole. Aspects such as continuous self-study and the establishment of a disciplined mind both surfaced as invaluable assets. Finally, results also Nico van Rensburg Ogujiuba Kanayo ABOUT THE AUTHOR Dr. van Rensburg is an experienced business professional and avid academic researcher focused on finance, performance, management, and entrepreneurship study. Dr. van Rensburg completed his Ph.D. degree in management at the University of the Western Cape, in Cape Town, South Africa. Dr. van Rensburg currently serves in several senior directory and mentorship positions for internationally recognised agricultural companies. Dr. Kanayo is an experienced lecturer and a senior academic researcher at the University of Mpumalanga, in Mbombela, South Africa. Dr. Kanayo holds two Ph.D. degrees, one in economics from the University of Nigeria, and the other in statistics from the University of the Western Cape, in Cape Town, South Africa. Up to date, Dr. Kanayo published over 40 scientific articles and his research continues to find its way into high impact-journals. Dr. Kanayo's long tenure with academia and the general business sector leads him to economics, statistics, management, and entrepreneurship study.

HRM Practice and Various Performance in SMEs: Systematic Literature Review

“…are four Khan studies, which refer to the study of creativity and innovating ability, risk-taking tendencies, proactiveness, and autonomy. [3] Their study of sixteen women business owners in South Africa uses interpretative phenomenological analysis (IPA) methodology to get the facts behind an event separate from each other. Through this IPA, researchers can get closer to the object of the study to collect, translate, and analyze each individual's specific real-life [17] Factors that contribute to performance are mentioned, each having three indicators: psychological, personal, and business.…”

“…and E.O., as the mirrored dimensions are incomplete although widely cited in the literature, especially for E.O. [3], Explaining that the study has three main limitations faced quite commonly in interpretative phenomenological analysis (IPA) studies but does not negatively affect the overall findings and conclusions of the paper, namely: (1) relatively small sample size, (2) subjects under relatively new investigation for entrepreneurial research, limited access in obtaining supporting data through studies conducted, (3) this study discusses certain groups of performance factors that require researchers to remain within the context of the specified research. [5] His research revealed that his research had two main shortcomings, namely (1) data limitations using dichotomous variables and not considering additional dependent variables such as actual sales data and not measuring the extent of the effect of training on company performance between different companies.…”

“…services in Pakistan [2]. In particular, 16 female business owners in South Africa for sales (soft fruit, hard seed fruit, farm, vegetables) [3]. Three thousand five hundred sixty-eight directors from 2008-2018 are listed on the NEEQ China market [4], as many as 15,000 owners and managers of SMEs in the U.K. [5], 438 front-row employees of hospitality services in Malaysia [1], 300 different industries in Thailand and China (Srisathan et al, 2020), 100 Polish SMEs were benefiting from the European Social Fund (ESF), 150 employees at four Catholic foundation hospitals located in Uganda [9], 175 manufacturing SMEs in Spain (Soto-Acosta et al, 2016), and 6000 employees working in machinery in Germany [8].…”

“…management, (2) off-the-job training, (3) training two outside the classroom and while working (on-the-job training), ( 4) leadership (interpersonal, transactional), (5) employee engagement, (6) management education, (7) observation of age, (8) role as a senior employee, (9) egotism, (10) application of organizational culture, (11) application of managerial devices, (12) Integration with information systems, and (12) horizontal competition. After reviewing ten articles in ten countries studied seven years from now, any practice in the field of human resources dominated by three variables that are a trend that successfully improves employee performance, namely [5], [7], and [9], then the practice of leadership [3], [4], dan [8], and employee engagement [1] dan [9].…”

“…that positively affect performance. (Khan et al, 2021) egotism, entrepreneurship, female searchers, and positive influence on managerial performance [3]. CEO duality, Modern stewardship theory, Resource dependence theory, and positive impact on business performance [4].…”