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The Impact of Entrepreneurial Leadership Competencies on Business Success for SME Start-up and Growing Business Ventures in Namibia

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The purpose of this study was to determine the effect of entrepreneurial leadership competencies on business success for small and medium enterprise (SME) business ventures in Namibia by examining the relationship between entrepreneurial leadership competencies, business life-cycle, and business success. A nonexperimental cross-sectional quantitative research study design was employed to study the relationship between entrepreneurial competencies, business success, and business life cycle. Hierarchical multiple regression analysis was used to analyze the different entrepreneurial competencies required at the different stages of SME business ventures, the effect of entrepreneurial competencies on business success, and how entrepreneurial competencies influence business success for business ventures at the different stages. The intent of this study was to establish the relationship between entrepreneurial competencies, business life cycle, and business success. The nexus of this study was entrepreneurial competencies as predictors of business success for SME business ventures. Both financial and nonfinancial measures were incorporated to reflect business success. The study findings revealed that there was no relationship between entrepreneurial leadership competencies and business stages, between entrepreneurial leadership competencies and business success, and entrepreneurial leadership competencies and business success at the four stages of the business life cycle. The significance of this study was the advancement of entrepreneurial leadership and entrepreneurship research in a developing country. The implications of the findings require training programs and mentoring programs to device measures of equipping SMEs with skills to translate entrepreneurial competencies into meaningful contributions for the business by developing practical ways to apply entrepreneurial competencies to business operations and management. This will translate entrepreneurial competencies into application within the business context. Future research could explore the moderating effect of the business environment and entrepreneurial orientation on the relationship between entrepreneurial competencies, business success, and business stages of the business life cycle.

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Attributes of Successful Leaders: A Phenomenological Study on the Making of Successful African American Information Technology Leaders Through the Lens of Social Identity

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Through a phenomenological study of 10 Black female leaders in the IT sector, the study answered two questions: To what do successful female leaders in senior IT positions attribute their success, and what recommendations would these leaders make to other African American females who aspire to senior positions in IT? The findings from this study were not completely consistent with the literature. The findings indicated that these Black women were successful leaders because they demonstrated nurture, care, and consideration. Their ability to become the prototypical leader was not due to embodying the behavior and attitude of the group but in demonstrating nurture, care, and consideration; the exercise of their own high personal standards, according to the ranking of the themes, was the most significant in their lives. The answers to the questions showed that the leaders were prototypical because they could demonstrate nurture, care, and consideration. These qualities gave the leaders the abilities to enter the social landscape of their subordinates and meet the needs and concerns of those subordinates. The study contributed to the scholarly and practitioner literature in filling a research gap about how Black women leaders could become the prototypical leader in the IT sector, which was dominated by White males at the time of this study.

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The Impact of Colonization and Authentic Leadership on Africa: Nigeria, A Case Study

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Chaleff (2003) inferred that when all factors of success are combined, the principles of stability and prosperity can mutually reinforce one another and ensure continued development. Bjugstad, Thach, Thompson, and Morris (2006) added that a sound and good governance is considered one of the most crucial components of economic development. To produce political stability and enhance economic growth, productivity, and the development of infrastructure, appropriate metrics and reformative leadership must be identified. Authenticity, integrity, and effective management of human and material resources, in addition to a clear and practical vision for Nigeria’s future, form the patterns for peace, stability, and coexistence among the geopolitical regions of the nation. The patterns for peace will impact on all stakeholders—internal and external organizations—to promote an interest that would directly influence the progress of state institutions and enhance the socioeconomic situation in Nigeria. By this measure, the state functions and the possibility of development in the short and long term can greatly be improved with the effort of authentic leadership to learn how to effectively manage the affairs of the nation of Nigeria and position it for global competitiveness. The current research study explored and investigated from a leadership perspective the impact of colonization on Africa and the effect of authentic leadership on the political, social, and economic development in the Nigerian context. By the method of open-ended interviews, a phenomenological approach was utilized to capture the understanding of how authentic leadership positively impacted Nigeria in an effort to overcome some of the negative effects of colonization. In-depth interviews were utilized to examine questions relating to leadership trust and morality, the negative effect of colonialism, and leadership accountability. Data were explicated and results showed that corruption and poor management are the root causes of crises, fighting, and killings in Nigeria as well as the lack of social, economic, and political stability. This study will significantly enhance the understanding of scholars, researchers, and authors, as it relates to organizational leadership in the context of Nigeria in this 21st century.

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The Moderating Effect of Emotional Intelligence on the Relationship between Servant Leadership and Organizational Citizenship Behavior in the Medical Device Industry

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The quantitative research tested the moderating effects of the emotional intelligence constructs of intrapersonal, interpersonal, adaptability, stress management, and general mood on the relationship between the single construct servant leadership and the constructs of organizational citizenship behavior, including interpersonal helping, individual initiative, personal industry, and loyal boosterism, resulting in the creation of 20 separate hypotheses. The sample population included 104 usable responses out of the 112 total respondents (N = 104) within the U.S. medical device industry. Multiple hierarchal regression analysis validated that 8 of the hypotheses indicated a moderating effect on the servant leadership and organizational citizenship behavior relationship. The construct of stress management did not moderate any of the servant leader and organizational citizenship behavior relationship constructs, while the personal industry construct of organizational citizenship behavior indicated a statistical significant relationship with the other four emotional intelligence constructs. The research concluded with a focus on the significance of the findings and the theoretical implications resulting from the research leading to recommendations for future research. This research provided supporting evidence for the importance of emotional intelligence within organizational leadership theory by demonstrating the moderating effect on organizational production, thereby providing further support on the importance of including emotional intelligence training within medical device organizational sales and marketing training programs.

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Individual, Team, and Organization Antecedents of Shared Leadership in Knowledge Organizations: A Case Study Analysis of a Neuroscience Clinic in the United States

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The purpose of this study was to identify individual, team, and organization antecedents of shared leadership in knowledge organizations. This study showed leadership as a shared, dynamic, interactive, and multidimensional process involving formalized and nonformalized leaders (Pearce & Conger, 2003). Researchers first focused on shared leadership theory in the 1990s (Pearce & Conger, 2003); given the theory’s newness, there is a substantial need for an additional empirical study on the antecedents of shared leadership (Bligh, Pearce, & Kohles, 2006). Research questions in this study included the following: What individual, team, and organization antecedents support the development of shared leadership in complex knowledge organizations? How do individuals evolve from mature self-leadership to shared leadership within teams (Bligh et al., 2006)? Why do organizations implement shared leadership, and how do organizations facilitate shared leadership (Bligh et al., 2006; Pearce & Conger, 2003)? The research method for this work was a qualitative single case study, given its applicability for researchers in addressing complex how and why questions. This case study included the purposeful selection of 1 neuroscience clinic as a knowledge organization. Data were triangulated to include individual interviews with leaders, a focus group interview, field observation, and review of organizational documents and videos. The analysis of this case study used deductive and inductive approaches. Researcher analysis included using ATLAS.ti 8 to analyze extensive data in the iterative process of coding, pattern development, and themes. Primary themes indicated individual antecedents of job fit, self-leadership, and faith. Team antecedents indicated team culture, relational, interactive, and empowerment. Organization antecedents indicated knowledge workers, organizational commitment, and development. Organization leaders and others may find value in this study and gain insight into using shared leadership at full integrated levels or as a combined approach with vertical leadership. This study further contributes to the extant literature on shared leadership.

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Authentic Followership and Psychological Ownership

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The study explored the relationship between authentic followership and psychological ownership. Although research about authentic followership has developed, psychological ownership research has expanded. This quantitative research study used the Authentic Followership Profile Instrument developed and validated by VanWhy (2015) and the Psychological Ownership developed by Avey and Avolio (2007). The relationship between authentic followership and psychological ownership was analyzed utilizing Pearson correlation analysis from a sample size of 175 participants from 9 regions in the United States. Twenty hypotheses were presented to assess the research question: What is the relationship between authentic followership and psychological ownership? The results showed a positive, moderate, and significant relationship between the dimensions of authentic followership, including internalized moral perspective, relational transparency, self-awareness, and psychological ownership, and the dimensions of psychological ownership, including territoriality, self-efficacy, accountability, sense of belongingness, and self-identify. The findings of the research contributed to the developing body of knowledge about authentic followership and expanding this knowledge relating to psychological ownership in the field of research.

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An Exploration of the Relationship Between Collegiate Coaches

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The purpose of this correlational designed study was to determine the relationship (positive or negative) between collegiate coaches’ transformational leadership styles as perceived by student-athletes and the impact on winning percentages and graduation rates. The participants included football student-athletes of the Power 5 Football Conferences who competed for the national football championship as members of the Football Bowl Subdivision. The Multifactor Leadership Questionnaire Rater Forms measured student-athletes’ perceptions of their head coaches’ transformational leadership behaviors. Additional data were collected from institutions’ archives (winning percentages) and the National Collegiate Athletic Association database (graduation rates) for each football programs. This study found evidence to support adding a scientific approach to interviewing potential head coaches for the 20 plus openings that occurred each year in Power 5 Conference institutions. Further, the study surmised that as the transformational leadership attributes and behaviors of the head coach rose, so would the winning percentage.

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Leader–Member Exchange in Matthew 17: 1-23 and Jesus Developing High-Exchange Relationships (In-Groups And Out-Groups) and Leadership Development

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This study examined the leadership of Jesus Christ through the lens of Matthew 17:1-23 in order to compare his leadership with the constructs of leader–member exchange (LMX). Moreover, to discover if there are pastoral leadership implications of LMX on developing leaders for the local church, the study used social rhetorical analysis as its research methodology. Eight themes and seven leadership principles for the local church and leadership development emerged from the study. Jesus’ leadership and management of in-groups and out-groups before, during, and after his transfiguration on the Mount of Transfiguration ultimately answered the question that Jesus was the Son of God and, consistent with that answer, Jesus’ leadership reflected LMX theocratical principles as he developed high-exchange relationships with his disciples. He did this while maintaining an egalitarian atmosphere amongst the disciples and fending off the outside influence of the Pharisees. This study created a framework for future studies of small-group development and maintenance within the local church as well as showed how to grow a church through developing believers into disciple leaders.

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The Trauma in Organizational Change: Correlation Study of Change Fatigue and PTSD in the Workplace

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This quantitative research study explored the concept of organizational change, specifically change fatigue and its impact on the psychological well-being and indicators of trauma among employees. Employees from an American regional community college participated within the study and responded to prompts from two questionnaires, Change Fatigue Instrumentation and the PTSD Civilian Checklist (PCL-C). These instruments compiled non-parametric quantitative data and were analyzed utilizing the Spearman Rho correlation analysis. Results from this study determined whether there was a correlation between change fatigue and PTSD within the work environment of non-military and non-first responders. Results gathered from this study support the further research of work-related trauma in relatively traditional work environments. Additionally, this research introduces the need to explore leadership characteristics that influence employees’ wellness and health.

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Case Study: Multiple Intelligences in Leadership

Abstract

Multiple intelligence theory presents an overlap of trait and behavioral theory in the discussion of leadership. Gardner pioneered the multiple intelligence theory, including linguistic intelligence, musical intelligence, logic-mathematical intelligence, spatial intelligence, bodily-kinesthetic intelligence, interpersonal intelligence, and intrapersonal intelligence. Although scholars have focused on the differing categories of intelligence, little work has been conducted on using the categories of intelligence in leadership. To address this gap in the literature, a qualitative instrumental case study was conducted to answer the following research question: How and why are leaders using multiple intelligences in leadership? Based on the literature, the categories of intelligence for the study included linguistic intelligence, logic-mathematical intelligence, emotional intelligence, knowledge intelligence, temporal intelligence, cultural intelligence, and spiritual intelligence. The sample included 3 highly influential leaders of megachurch and para-church ministries who influenced over 2,000 individuals utilizing purposeful sampling. Interviews included 1 for the leader, 1 for the follower, and 1 for the leader and follower. The literature determined the in-depth questions and follow-up questions, which explored the “how” and “why” behind respondent answers. To ensure validation and credibility, the analysis employed data saturation through triangulation. The study resulted in all 3 leaders using all 7 intelligences. Multiple coding in data analysis revealed 3 themes under “how” and 3 themes under “why” leaders utilized multiple intelligences in their leadership.

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