Leadership Behaviors of Women Entrepreneurs in SME Sector of Bangladesh

Abstract

Women’s leadership development in entrepreneurial business is critical to improving women’s participation in management and businesses in Bangladesh. Research shows that only seven percent of all business establishments in Bangladesh are women-owned and women-headed. This limited ownership and development of women’s leadership behavior is a clear gap to be filled. Thus, the study aims to identify women’s leadership behavioral factors (WLBFs) and examine the causal relationship between WLBFs and women’s leadership behavior practices (WLBPs) in line with path–goal leadership theory. We conducted causal research, applying systematic sampling techniques in selecting participants and conducting interviews with 366 women entrepreneurs from the Bangladesh Women Chamber of Commerce and Industries database under seven administrative divisional headquarters. We analyzed data through exploratory factor analysis and structural equation modeling techniques. The results show that the factors internal to women as entrepreneurs (including entrepreneurial attitude, intentions, and workplace learning culture), the factors external to women as entrepreneurs (such as training and education), and sociocultural factors are significantly related to the development of WLBPs. The external organizational behavior context was not significant. WLBPs help develop directive, supportive, participatory, and achievement-oriented leadership practices among women entrepreneurs in Bangladesh. This study suggests that policymakers, implementing managers, training service providers, and women entrepreneurs focus on entrepreneurial attitude, intention, education and skills development training, workplace learning culture, and sociocultural support among women entrepreneurs in Bangladesh.

Human and Social Factors among Woman Entrepreneur: A Systematic Literature Review

“…When discussing family support practises, we can look at Bangladesh as an example. Hoque and Islam (2022) asserts the women's public mobility in Bangladesh is hampered by their husbands and family members. Family support in general mobility, responsibilities of managing home and family, and husband cooperation in caring for children in the family assist women in managing business and balancing work-family life.…”

“…Woman Entrepreneur (Yahaya, 2021;Noor et al, 2020;Adejuwon, 2021;Othman et al, 2022;Alene, 2020;Hoque and Islam, 2022;Mozumdar, 2018;Njaramba et al, 2018;Sopa, 2018;Chhabra et al, 2020;Suharso et al, 2019;Cesaroni, 2018;Kapinga, 2018;Baranik et al, 2018;Ozsungur, 2019;Sajjad et al, 2020;Solesvik et al, 2018;Ireland, 2021;Baig et al, 2021;Bell, 2019;Castro, 2019;Zeb et al, 2020) 2.…”

“…Human Factor (Hoque and Islam, 2022;Njaramba et al, 2018;Sopa, 2018;Chhabra et al, 2020;Ozsungur, 2019;Solesvik et al, 2018;Bell, 2019;Castro, 2019) 3.…”

“…These are the ladies who most urgently need to enrol in additional courses before launching their businesses. Hoque and Islam (2022) claimed that the learning process aids is crucial in the development of leadership behaviour in organisations, particularly in leading and managing resources and personnel. Undoubtedly, it is agreed by (Yahaya, 2021;Othman et al, 2022;Alene, 2020;Hoque and Islam, 2022;Sopa, 2018;Baranik et al, 2018;Sajjad et al, 2020) that a higher education that a women entrepreneur have would help the in running their business smoothly and successfully.…”

Understanding External Factors and Conditions Affecting SMEs through PESTLE Analysis in Bangladesh

“…While realizing the fact that the country has improved its ranking by 8 indices, corruption has not been rooted out from the systems. Covid-19 was also an exacerbating factor that aggravated deeply rooted weaknesses ad faults in the political and governance domains (Hoque & Islam, 2022). All such indicators of corruption, rule of law, and governance reveal that the country needs to consolidate its political indicators and has to show a positive ad upward trajectory so the SMEs could attract more Foreign Direct Investment (FDIs) and the multi-national companies.…”