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Leadership styles and company performance: the experience of owner-managers of SMEs

Conference Paper


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Abstract


  • Leadership styles of owner-managers were explored in the context of a developing

    country in South Asia with a view to examining their impact on financial performance

    of SMEs. It was justified that the study has both theoretical and contextual

    significance. Data were collected from 204 companies in Sri Lanka by adopting mixed

    methodologies that consisted of both qualitative and qualitative approaches.

    Descriptive statistics and correlation coefficient were used in the analysis. The findings

    revealed that the existence of three main leadership styles in the sample, namely;

    entrepreneurial, managerial, and mix of both entrepreneurial and managerial

    leaderships. The analysis indicated that 60 percent of firms had increased financial

    performance, while 35 percent firms had decreased financial performance. The impact

    analysis showed that entrepreneurial leadership style is more effective than managerial

    leadership styles and the mixed style of leadership in terms of increasing financial

    performance. Overall, the study contributes to the theory of leadership styles and

    performance in the context of developing countries. It also has practical implications

    for business leaders and owner managers of SMEs.

Publication Date


  • 2009

Citation


  • Chandrakumara, P., De Zoysa, A. & Manawaduge, A. S. (2009). Leadership styles and company performance: the experience of owner-managers of SMEs. International Asian Academy of Applied Business Conference (pp. 391-401). Makati City, The Philippines: Asian Academy of Applied Business.

Ro Full-text Url


  • http://ro.uow.edu.au/cgi/viewcontent.cgi?article=2610&context=commpapers

Ro Metadata Url


  • http://ro.uow.edu.au/commpapers/1561

Start Page


  • 391

End Page


  • 401

Place Of Publication


  • http://www.ums.edu.my/spe/aaabconference2009/

Abstract


  • Leadership styles of owner-managers were explored in the context of a developing

    country in South Asia with a view to examining their impact on financial performance

    of SMEs. It was justified that the study has both theoretical and contextual

    significance. Data were collected from 204 companies in Sri Lanka by adopting mixed

    methodologies that consisted of both qualitative and qualitative approaches.

    Descriptive statistics and correlation coefficient were used in the analysis. The findings

    revealed that the existence of three main leadership styles in the sample, namely;

    entrepreneurial, managerial, and mix of both entrepreneurial and managerial

    leaderships. The analysis indicated that 60 percent of firms had increased financial

    performance, while 35 percent firms had decreased financial performance. The impact

    analysis showed that entrepreneurial leadership style is more effective than managerial

    leadership styles and the mixed style of leadership in terms of increasing financial

    performance. Overall, the study contributes to the theory of leadership styles and

    performance in the context of developing countries. It also has practical implications

    for business leaders and owner managers of SMEs.

Publication Date


  • 2009

Citation


  • Chandrakumara, P., De Zoysa, A. & Manawaduge, A. S. (2009). Leadership styles and company performance: the experience of owner-managers of SMEs. International Asian Academy of Applied Business Conference (pp. 391-401). Makati City, The Philippines: Asian Academy of Applied Business.

Ro Full-text Url


  • http://ro.uow.edu.au/cgi/viewcontent.cgi?article=2610&context=commpapers

Ro Metadata Url


  • http://ro.uow.edu.au/commpapers/1561

Start Page


  • 391

End Page


  • 401

Place Of Publication


  • http://www.ums.edu.my/spe/aaabconference2009/