Leadership development in SMEs: an action learning approach

Leitch, Claire; McMullan, Christel; Harrison, Richard

doi:10.1080/14767330903299464

Cited by 44 publications

(49 citation statements)

References 55 publications

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“…The study has also implication for entrepreneurial education because the inclusion of the meanings entrepreneurs ascribe to their leadership in their day to day realities is key to achieving an effective entrepreneurial education (Leitch and Harrison, 1999) and may also be of benefit to entrepreneurial leadership development programmes (Leitch et al, 2009). …”

Section: Implications For Theory and Practicementioning

confidence: 99%

Discourses of entrepreneurial leadership: Exposing myths and exploring new approaches

Dean

Ford

2017

International Small Business Journal

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This article explores gender and entrepreneurial leadership, notably the meanings female entrepreneurs ascribe to notions of entrepreneurial leadership. Drawing from interviews with female business owners, the article questions the dominant hegemonic masculine entrepreneurial leadership model as well as that reportedly associated with women. Research findings illuminate the fluidity and variability of the entrepreneurial leadership construct. Our feminist poststructural lens and critical leadership stance adds new insight into the multiple subjectivities of entrepreneurs and surfaces contradiction and tension that shape the very sense of their entrepreneurial selves. By questioning accepted knowledge, this research offers new perspectives on the multiple realities of entrepreneurial leadership, which should be heeded by policy makers, academics and practitioners alike.

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Section: Implications For Theory and Practicementioning

confidence: 99%

Discourses of entrepreneurial leadership: Exposing myths and exploring new approaches

Dean

Ford

2017

International Small Business Journal

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“…AR fulfils the need to move beyond traditional research methodologies to embrace the contextual capabilities and limitations that characterize new firms. As a methodology, the flexibility of AR mirrors the activity based learning preferences of new venture owners and its emphasis on reflective practice can assist them to disengage with the business and step away from the treadmill of day-to-day activities (Beckinsale et al, 2011;Cope, 2005;Leitch, 2007;Leitch et al, 2009;McGrath and O'Toole, 2016).…”

Section: Methodsmentioning

confidence: 99%

A relational lifecycle model of the emergence of network capability in new ventures

McGrath

O’Toole

Marino

et al. 2017

International Small Business Journal

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Original citationMcGrath, H., O'Toole, T., Marino, L. and Sutton-Brady, C. (2017) AbstractThis article presents a relational lifecycle model of the emergence of network capability in new ventures. Network capability is defined as a strategic ability learned in interaction with business partners. We focus on the foundational phases and processes of the emergence of this dynamic capability. The lifecycle model comprises three phases that evolve over time in tandem with the level of network engagement. The qualitative study also identifies five tipping points or critical changes that move new ventures between the lifecycle phases. Using a sample of new ventures in a longitudinal action research design, the study shows how new ventures emerge in network capability through increasingly complex and multilayered engagement processes with their business partners. The relational lifecycle model contributes to the literature on how network capability emerges over time through the dynamics of interaction between business partners as new ventures' networks evolve and change.

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“…A strong entrepreneurial leader in small to medium-sized enterprises have to be able to influence the behavior of other individuals so that there is collective collaboration in the workplace (Soriano & Comeche Martinez, 2007). Leitch, Mcmullan, and Harrison (2009) suggest that leadership development for SMME owners and managers should build upon their existing skills and have to create a path for the development of future leaders rather than teaching only the current SMME owners how to lead. Research by Newman and Sheikh (2012) shows that for SMMEs to remain competitive in the long term, it is necessary for the ownermanagers to reduce employee turnover and to improve their performance by developing high levels of employee commitment to the enterprises.…”

Section: The Internal Environmentmentioning

confidence: 99%

State financial assistance within Lesotho Maseru’s small, medium and micro enterprises

Masupha

Beharry-Ramraj

Amolo

2017

Public and Municipal Finance

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Small, medium and micro enterprises (SMMEs) function in both the micro and macro environments, and are subject to internal and external forces in most economies. The monitoring of the external and internal factors and vital strategies by SMME owners and stakeholders including government and supporting institutions is necessary to attempt a reduction in their failure rates. Literature supports this proposition in the development of SMMEs.The aim of this study was to analyze the environmental factors that result in a low rate of success and a high failure rate of SMMEs in Maseru, the capital city of Lesotho. Primary data for this study was collected through questionnaires which were distributed to a sample of 250 SMMEs owners, however, only 180 respondents completed and returned questionnaires, which were then used for data analysis. The data was analyzed using the Statistical Package for Social Sciences (SPSS21). The findings revealed that there still persists inadequacy in financial assistance and the need to develop a financial strategy by the state. Government key intervention is proposed to enable growth and development in a sector that sustains job creation and poverty reduction through financial strategy. Further research on how the sector establishes support is also proposed.

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Leadership development in SMEs: an action learning approach

Cited by 44 publications

References 55 publications

Discourses of entrepreneurial leadership: Exposing myths and exploring new approaches

Discourses of entrepreneurial leadership: Exposing myths and exploring new approaches

A relational lifecycle model of the emergence of network capability in new ventures

State financial assistance within Lesotho Maseru’s small, medium and micro enterprises

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