Impacts of Entrepreneurial Leadership Style on Business Performance of Female owned SMEs in Dar es salaam, Tanzania

Abstract

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 mediation effect of TQM practices on the relationship between entrepreneurial leadership and organizational performance of SMEs in Kuwait

“…It should be noted the dearth of research on entrepreneurial leadership and performance means that this area should be the focus of future inquiry (Renko et al, 2014(Renko et al, , 2015Huang et al, 2014;Arham et al, 2013). A review of the literature confirms the beneficial effect of TQM practices (Panuwatwanich & Nguyen, 2017, Qasrawi et al, 2017Costantini & Zanin, 2015) and entrepreneurial leadership (De Greef, 2014, Mgeni, 2015, Arham et al, 2013 on organizational performance. Surprisingly, very few studies have examined the combined impact of entrepreneurial leadership and TQM practices on the organizational performance of SMEs.…”

“…The researchers found that there is a positive link between entrepreneurial leadership and organizational performance. Mgeni (2015) demonstrated that entrepreneurial leadership style is directly related to the organizational performance of Tanzanian SMEs. They concluded that the underperformance of Tanzanian SMEs is most likely due to the absence of entrepreneurial leadership skills.…”

“…Research on entrepreneurial leadership carried out in the recent past were not able to provide insights as to how organizational performance is influenced by entrepreneurial leadership as a unique style of management (De Greef, 2014;Arham et al, 2013). Even though entrepreneurial leadership has a substantial and beneficial effect on organizational performance (Rahim et al, 2015;Mgeni, 2015) it still requires an in-depth analysis in order to identify others variables that affect this relationship (Huang et al, 2014). The performance is not only influenced by the attributes and actions of the entrepreneurial leaders (Renko et al, 2015) or environmental dynamism (Huang et al, 2014), but also influenced through organizational characteristics (Renko et al, 2015) thus, TQM practices may also play a significant role in enhancing organizational performance (Sule et al, 2017;Sahoo & Yadav 2017).…”

Mapping the Competitive Advantage of SMEs in East Java, Indonesia

“…Based on the data, the priority of activity program for SMEs is by developing Agroindustry as much as 671,058 units of SMEs, standardization of product for SMEs, and making 5 smelter consisting of 2 Foreign Investment and 3 Domestic Investment. Generally, SMEs is very difficult to be a big business (Zheltoukhova & Suckley, 2014;Mgeni, 2015;Mgeni & Nayak, 2015).…”

“…The growing number of small and medium-sized business units will certainly be able to open large employment opportunities. However, this small business is still seen as a weak business performance ( Van der Vaart & Gibson, 2008;Mgeni, 2015;Mgeni & Nayak, 2015).…”