The Impact of Entrepreneurial Leadership on the Performance of Small Businesses
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Abstract
This study aimed to investigate the impact of entrepreneurial leadership and its dimensions (vision, creativity, risk-taking, proactivity, and opportunity exploitation) on the performance of small enterprises, encompassing both financial and non-financial performance, in Aden Governorate.
The study employed a descriptive analytical approach and targeted small enterprises funded by the Microfinance Union Program in Aden, totaling 301 projects, with a sample size of 172 owners or managers. A questionnaire was used as the data collection tool and was distributed to 100% of the sample.
The findings revealed a high level of entrepreneurial leadership application within small enterprises, positively reflecting on their performance according to the respondents' views. A strong positive correlation was found between entrepreneurial leadership and enterprise performance, with varying strengths across dimensions. The dimensions of vision, opportunity exploitation, and proactivity showed a moderate correlation, while creativity and risk-taking exhibited a weaker relationship.
The study recommended enhancing entrepreneurial leadership skills among small business owners, emphasizing the importance of officially writing the vision and organizing workshops. It also highlighted the need to develop a culture of calculated risk-taking and improve financial performance through effective strategies to increase sales and generate higher cash flows, ensuring the sustainability of the enterprises.
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Entrepreneurial leadership, vision, creativity, risk-taking, proactivity, opportunity exploitation, performance of small enterprises, financial performance, non-financial performance.
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