Specific Features Leader in Small Business

Author(s):  
Л. Орлова ◽  
Lyubov' Orlova

Success in all areas of business management depends on the development of specific tasks, but some small business managers perform better in the role of administrators, merchants, or inventors, rather than leaders. What distinguishes leadership from small business management is that in order to lead others, a leader must rely less on power, and more on authority. In business relations, authority usually originates from a number of sources: charisma, natural qualities, traditions, roles, functions, status, etc. In the process of analyzing leadership in a small business, one should take into account not only the leader, group, task and situation, but also the fact that changing any of these factors will affect all the others. Skillful leaders take into account individual needs in the group and the requirements for performing tasks.

1989 ◽  
Vol 13 (4) ◽  
pp. 35-46 ◽  
Author(s):  
Gail L Fann ◽  
Larry R. Smeltzer

Interviews of small business owner/managers were conducted to determine the extent to which they use information from competitors and about competitors. A combination of quantitative and qualitative information indicated that small business managers used competitors less frequently than customers and suppliers as sources of information. In addition, the managers did not analyze the competitors’ products or services closely, and they did not enter into formal arrangements with them.


Author(s):  
Peterson Thumi Kabugi; Rev. Fr. Dr. J.B. Karega; Dr. Peter Waweru

This study's objective was to investigate the effect of education and training role of Catholic Women Association on women empowerment in Nyandarua County, Kenya. The study adopted a descriptive research design. A sample size of 224 subjects was used in the study. Simple random sampling and stratified random sampling and procedures were used to obtain study participants. Using Statistical Package for Social Sciences (SPSS) version 23, the researcher coded, entered and analysed quantitative data. Both descriptive and inferential statistics were computed. The study found out that all (100%) of the participants agreed that education and training programs by CWA had provided women with skills on small business management and sustainability. A vast majority (97.5%) of the participants affirmed that new businesses had been started by women as a result of entrepreneurship training received from CWA in Nyandarua County. There was a statistically significant association between education and training offered by CWA to women and women empowerment in Nyandarua County, F (5, 193) = 15.188, p = .000. The study concluded that women training on small business management and entrepreneurship have resulted in start-ups of many income-generating activities by rural women that promote household income and reduce poverty levels. The study's recommendation is that both governmental and non-governmental institutions should support informal education and training programs for rural and informal settlement women to help them learn basic small business management skills, basic rights and litigations, peace building and conflict resolution strategies among other courses.


2018 ◽  
Vol 43 (3) ◽  
pp. 529-552
Author(s):  
Rodney C. Runyan ◽  
Jeffrey G. Covin

Entrepreneurship and small business management literatures diverged decades ago, with the former receiving the bulk of subsequent scholarly attention. The concept of a small business orientation (SBO) has not been widely and consistently employed in the literature. We present a conceptual framework aimed at clarifying the construct of SBO, and conceptualize SBO as a firm size- and age-independent phenomenon operating at the individual level, and reflecting manager values about how the business ought to be conducted. We discuss the values-based derivation of SBO, identify elements of this multidimensional construct, its likely consequences, and propose future research directions.


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