Entrepreneurial Leadership Styles and Business Growth Among Small Scale Enterprises in Ekiti State
| dc.contributor.author | Ogunleye, Ayodele Ojo | |
| dc.date.accessioned | 2019-05-23T16:24:28Z | |
| dc.date.available | 2019-05-23T16:24:28Z | |
| dc.date.issued | 2016 | |
| dc.description | xv,128p | en_US |
| dc.description.abstract | The study identified the different entrepreneurial leadership styles employed in small scale enterprises in Ekiti State. It also examined the effect of entrepreneurial leadership styles on performance of Small scale enterprises in the State and investigated the relationship between entrepreneurial leadership styles and business growth in small scale enterprises in the State. These were with a view to providing information on benefits derivable from employing appropriate leadership styles for business growth. The study used primary data for this study. The population of the study comprised 2,229 staff in small scale enterprises registered in the bulletin of the Ministry of Commerce and Industries in Ekiti State. Two hundred and forty (240) respondents were randomly selected out of the small scale enterprises. These entrepreneurial leaders were middle and supervisory level managers who were purposively selected because of their position and ability to provide the information needed for this study. Data collected were analyzed using mean, t-test. The results showed that entrepreneurial participative leadership ranked number one with a mean score of 4.246, followed by entrepreneurial transformational leadership (mean score = 4.174), entrepreneurial transactional leadership (mean score = 3.756), while the least adopted, entrepreneurial laissez-faire leadership had mean score = 3.550. The results also revealed that entrepreneurial leadership styles such as transformational leadership ( t=0.314, p > 0.05), transactional leadership (t= 2.857, p < 0.05),laissez-faire leadership ( t= 2.535, p < 0.05), had positive and significant effect on performances of small scale enterprises, showing that transformational leadership had a significant effect on profitability, productivity and sales respectively. The results indicated that transactional leadership had significant effect on profitability (t = 6.582, p < 0.05), productivity ( t=4.250, p<0.05) and sales ( t=1.192, p>0.05), while laissez – faire leadership had a significant effect on profitability (t=3.628, p < 0.05), productivity (t= 1.544, p > 0.05) and sales (t= 1.720, p> 0.05) and participative leadership (democratic) had a significant effect on profitability (t=6.786, p <0.05), productivity (t= 2.234, p < 0.05) and sales (t=1.145, p< 0.05). Furthermore, the results showed that transformational leadership had a significant relationship with creativity (r = 0.140), and delegation (r=0.51). Also, participative leadership style had significant relationship with direction(r=0.487) and collaboration (r=0.68), while Laissez-faire leadership had a significant relationship with coordination (r = 0.20). The study concluded that participatory entrepreneurial leadership styles enhances business growth among small scale enterprises in Ekiti State. | en_US |
| dc.identifier.uri | https://ir.oauife.edu.ng/handle/123456789/4257 | |
| dc.language.iso | en | en_US |
| dc.subject | Business | en_US |
| dc.subject | Business Growth | en_US |
| dc.subject | Enterprises | en_US |
| dc.subject | Small Scale Enterprises | en_US |
| dc.subject | Leadership | en_US |
| dc.subject | Entrepreneurial Leadership | en_US |
| dc.title | Entrepreneurial Leadership Styles and Business Growth Among Small Scale Enterprises in Ekiti State | en_US |
| dc.type | Thesis | en_US |