Explore publications.

SMMEs in the Vhembe district encounter distinct problems, such as restricted access to financing, inadequate infrastructure, and insufficient support services. This study examines the impact of entrepreneurial leadership traits, including innovation, risk-taking, and proactive decision-making, on corporate outcomes such as growth, competitiveness, and sustainability. The study examined the correlation between leadership types and business success to provide actionable recommendations for governments and business leaders in promoting entrepreneurial leadership. The research utilised a qualitative methodology to investigate the influence of entrepreneurial leadership on small, medium, and micro enterprises (SMMEs) in the Vhembe district. Data were collected via semi-structured interviews with 16 leaders of small, medium, and micro enterprises (SMMEs), offering a varied perspective across multiple industries and business scales. The findings indicate that entrepreneurial leadership substantially influences SMMEs in the Vhembe District, with transformational and collaborative approaches improving financial and non-financial performance, innovation, and customer satisfaction. The study indicates that implementing transformational and collaborative leadership styles can markedly enhance financial performance, innovation, and customer happiness for SMMEs in the Vhembe District. This research provides novel perspectives on entrepreneurial leadership by examining the distinct setting of the Vhembe District. It contests prevailing ideas by emphasising the necessity for a leadership strategy adapted to local dynamics and market conditions. The study's novelty and significance stem from its distinctive emphasis on the Vhembe District, providing a novel viewpoint on entrepreneurial leadership.

The main aim of this study was to assess the efficacy of different leadership styles on the performance of organisations in the banking sector of South Africa. The outcomes are expected to be utilised in order to construct leadership development initiatives, which will facilitate the cultivation of leadership competencies that contribute to the success of a company. The research conducted a synthesis of 50 empirical studies through the use of secondary source content analysis. A one-sample t-test was used to assess the presence of a statistically significant association between organisational success and a manager's lifestyle. A unidirectional analysis of variance (ANOVA) was conducted to determine the correlation between different leadership styles and organisational performance. The Pearson's Correlation Coefficient was employed to examine the correlation between leadership styles and organisational performance. Research has confirmed that Transformational leadership has a positive impact on financial success, customer satisfaction, and staff engagement. Transformational leaders foster innovation and exceptional performance through their inspiring vision and tailored assistance. Transactional leadership ensures operational stability and adherence to regulations, but it does not have a substantial impact on staff engagement and innovation. Servant leadership emphasises the establishment of a supportive work environment through the enhancement of staff morale and customer service. An optimal approach for enhancing organisational performance in the South African Banking sector is to adopt a well-rounded strategy that incorporates transformational, transactional, and servant leadership principles. The Transformational leadership style has been determined to be the most effective in the banking sector, as it has shown the highest improvement in organisational performance. Banks executives and managers should consider embracing transformational leadership, cultivating innovation, and allocating resources towards staff development.

This study examined the various leadership styles used at marine services companies in Sub-Saharan Africa. A quantitative structured closed-ended questionnaire was used to gather data from its sample respondent. The target population was 215 employees. However, every second element was selected systematically to produce a sample size of 107. The findings of this study showed that the overwhelming majority of respondents agreed that their managers practice transactional leadership styles. On the other hand, most respondents disagreed that their managers practice laissez-faire and transformational leadership styles. Based on the findings, the company's management should teach and train staff to perform their responsibilities efficiently. Furthermore, the management of the marines services company is advised to be proactive, assist staff, build connections, give resources, and avoid a laissez-faire leadership approach.