Please use this identifier to cite or link to this item: http://hdl.handle.net/10321/1311
DC FieldValueLanguage
dc.contributor.authorLekhanya, Lawrence Mpele
dc.date.accessioned2015-08-12T13:35:28Z
dc.date.available2015-08-12T13:35:28Z
dc.date.issued2015
dc.identifier.citationLekhanya, L.M. 2015. Leadership and corporate governance of small and medium enterprises (SMES) in South Africa. Corporate Ownership and Control. 12(3) : 215-222.en_US
dc.identifier.issn1810-3057
dc.identifier.urihttp://hdl.handle.net/10321/1311
dc.description.abstractThe main, underlying constraint to the growth of Small and Medium Enterprises (SMEs) is a lack of corporate governance (CG) structure (Mahmood 2014). In considering the UK- Department for Business Innovation and Skills report (2012), this constraint is described as one of the fundamental problems holding back the growth of SMEs. The report states it is this lack of leadership and management capability that should be present, to drive performance and enable them to succeed. However, statistics support the indispensable role that SMEs perform in a country’s economy and when the significance of this sector is taken into account, the role that CG and its practices play within SMEs has to be clearly understood (Le Roux, 2010). Due to SMEs survival and growth being dependant on their good business leadership and corporate governance, the ability to lead, manage, and take full advantage of the resources available have, in recent years, been highlighted on global public platforms and the media. It has further been acknowledged, through prior research studies on SMEs that, for a business to be successful, the critical role of leadership and good CG has to be fully understood. The purpose of this paper is to report on South African public perceptions of leadership and corporate governance of SMEs. The study aimed to analyse and evaluate these perceptions towards SME owner/managers and their consequences, on the survival and growth of SMEs. A mixed method approach allowed for qualitative and quantitative techniques in collecting data from individual participants, with primary data collected from nine provinces of South Africa, and 180 participants as the sample. The research instrument consisted of closed-ended, questionnaires made up of 5-point Likert scale responses and 20 questionnaires were distributed to each province. Delivery of the questionnaires was done through email to individual respondents, with follow–up via telephone calls. The research findings indicate that most respondents believed that the growth and survival of SMEs is, due to the lack of business leadership and poor CG. In addition, respondents agreed that SME owners/managers are just average entrepreneurs, as they do not have leadership qualities or skills and that CG does not exist in many SMEs, particularly in South Africa. The paper’s benefit will be to the owners/managers of SMEs, as well as, policy makers and financial agencies for SMEs. It is recommended that further research, with a larger sample size, be drawn from various townships.en_US
dc.format.extent8 pen_US
dc.language.isoenen_US
dc.publisherVirtus Interpressen_US
dc.relation.ispartofCorporate ownership & control (Online)-
dc.subjectCorporate Governanceen_US
dc.subjectPublic Perceptionsen_US
dc.subjectSmall and Medium Enterprisesen_US
dc.subjectSMEen_US
dc.subjectLeadershipen_US
dc.subjectSouth Africaen_US
dc.titleLeadership and corporate governance of small and medium enterprises (SMES) in South Africaen_US
dc.typeArticleen_US
item.languageiso639-1other-
item.fulltextWith Fulltext-
item.grantfulltextopen-
Appears in Collections:Research Publications (Management Sciences)
Files in This Item:
File Description SizeFormat
COC_(Volume_12_Issue_3_Spring_2015)_Lekhanya.pdf435.35 kBAdobe PDFThumbnail
View/Open
Show simple item record

Page view(s) 50

1,030
checked on Nov 26, 2020

Download(s) 50

588
checked on Nov 26, 2020

Google ScholarTM

Check


Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.