| dc.description.abstract | Small and medium enterprises (SMEs) are the engines of growth for the majority of developed and developing economies. This study explores the role of strategic leadership in SMEs in the manufacturing and engineering sector, with the purpose of developing a framework for the effective implementation of strategy by leaders who hold strategic positions within SMEs. In Zimbabwe, SMEs play a critical role in the economy and account for 84% of the population's livelihoods. Research confirms that only 15 % of these SMEs will survive after 5 years. SMEs are beset by a unique set of challenges that threaten their existence. A majority of SMEs are failing in Zimbabwe, which affects economic development. Effective strategic leadership seems to be a challenge in SMEs due to the high failure rates; hence, needs to be explored to ensure the success in SMEs. Literature shows that, without effective strategic leadership, which contributes to successful strategy implementation, firms will find it difficult to survive the global economic challenges in the future. This study was embedded in a pragmatic research philosophy, employing a sequential mixed- methods exploratory design commencing with a qualitative and ending with a quantitative approach. The population for this study included all owner-managers of the 207 registered manufacturing and engineering SMEs, who were operating for three years and more, located in Zimbabwe's five provinces. In collecting qualitative data, semi-structured interviews were employed, based on a non-probability purposive sampling method, and the sample size (n = 12) was determined by data saturation. Data were analysed using the principles of grounded theory to establish emerging themes for inclusion in the quantitative part of the study. Quantitative data were collected through a census sampling strategy, whereby self-administered structured questionnaires, developed from literature and qualitative findings and piloted for content validity, were distributed by hand to 220 participants within the 207 SMEs, as some SMEs were co-led, and were analysed using SPSS Version 24. Factor analysis was performed, coupled with hypothesis testing and correlation analyses were carried out. Out of the 220 questionnaires distributed, 173 were successfully complete and usable representing a response rate of 78,6%. The qualitative analysis presented ten core themes that emerged from the data provided by owner-managers based on their experience of SMEs' strategic leadership success in Zimbabwe: Strategic direction; Organisational culture, Ethical practices; Organisational resource portfolio; Strategic and control systems; Strategic implementation; Strategic leadership enablers; Strategy management; Embracing organisational challenges; Focus on organisational success factors and Understand the role of Government. Results from the quantitative phase confirmed that the majority (71.6%) of SME leader respondents provided direction to their SMEs; upheld a sound organisational culture and ethics; managed their resource portfolios; and had balanced strategic and financial controls in place, which are based on their self-report perceptions, indicating their strategic intent in operations of successful SMEs. Based on the results and findings, this study contributes a five-factor Strategic Leadership Framework for manufacturing and engineering SMEs success in developing countries. The results of this study contribute to theory and practice of social change in a developing country context where manufacturing and engineering SMEs are pivotal to the growth of the national economy. The theoretical framework developed can be refined for SME success in other developing countries. In practice, SME owner-managers can utilise the developed framework to enhance their strategic leadership practices ensuring sustainability and success. | en_US |
