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Relationship Between An Entrepreneur’S Self-Efficacy, Self-Leadership, And Startup Sustainability In Nigeria, Juliet Ehimuan
Relationship Between An Entrepreneur’S Self-Efficacy, Self-Leadership, And Startup Sustainability In Nigeria, Juliet Ehimuan
Walden Dissertations and Doctoral Studies
Self-efficacy and self-leadership have been identified as important indicators of business sustainability. Business owners and investors are concerned about sustainability because most businesses fail within the first five years. Grounded in self-efficacy and self-leadership theories, the purpose of this quantitative correlation study was to examine the relationship between entrepreneurial self-efficacy, self-leadership and startup sustainability. The participants were 156 entrepreneurs who completed the entrepreneurial self-efficacy scale and the abbreviated self-leadership questionnaire delivered via email. The multiple linear regression analysis results indicated the model was able to significantly predict startup sustainability, F(2, 129) = 432.47, p < .001, R2 = .87. Self-efficacy provided a significant contribution to the model (t = 8.424, p = < .001, β = .914). In contrast, the contribution of self-leadership was not significant (t = 0.185, p = .853, β = .20). A key recommendation is the utilization of mentoring programs and structured leadership internships that enhance self-efficacy by providing startup leaders with exposure to more seasoned corporate leaders, and successful peers who have had similar experiences to theirs. The implications for positive social change include the potential development of training and capacity-building programs that can be provided to entrepreneurs and other startup leaders to enhance their ability to sustain their startups, leading to more successful businesses, job creation, and economic growth.
Relationship Between An Entrepreneur’S Self-Efficacy, Self-Leadership, And Startup Sustainability In Nigeria, Juliet Ehimuan
Relationship Between An Entrepreneur’S Self-Efficacy, Self-Leadership, And Startup Sustainability In Nigeria, Juliet Ehimuan
Walden Dissertations and Doctoral Studies
Self-efficacy and self-leadership have been identified as important indicators of business sustainability. Business owners and investors are concerned about sustainability because most businesses fail within the first five years. Grounded in self-efficacy and self-leadership theories, the purpose of this quantitative correlation study was to examine the relationship between entrepreneurial self-efficacy, self-leadership and startup sustainability. The participants were 156 entrepreneurs who completed the entrepreneurial self-efficacy scale and the abbreviated self-leadership questionnaire delivered via email. The multiple linear regression analysis results indicated the model was able to significantly predict startup sustainability, F(2, 129) = 432.47, p < .001, R2 = .87. Self-efficacy provided a significant contribution to the model (t = 8.424, p = < .001, β = .914). In contrast, the contribution of self-leadership was not significant (t = 0.185, p = .853, β = .20). A key recommendation is the utilization of mentoring programs and structured leadership internships that enhance self-efficacy by providing startup leaders with exposure to more seasoned corporate leaders, and successful peers who have had similar experiences to theirs. The implications for positive social change include the potential development of training and capacity-building programs that can be provided to entrepreneurs and other startup leaders to enhance their ability to sustain their startups, leading to more successful businesses, job creation, and economic growth.
Employee Retention Strategies In Selected Small And Medium Enterprises In Nigeria, Ijeoma Omeoga
Employee Retention Strategies In Selected Small And Medium Enterprises In Nigeria, Ijeoma Omeoga
Walden Dissertations and Doctoral Studies
AbstractThe lack of employee retention strategies in Nigeria’s small and medium enterprises (SMEs) can have adverse business outcomes. Business leaders are concerned about employee retention strategies since they can help reduce turnover and retain experienced employees. Grounded in Herzberg’s two-factor theory of motivation, the purpose of this qualitative multiple-case study was to explore strategies business leaders use to retain their experienced employees. The participants were four business leaders of four SMEs in Nigeria who successfully implemented strategies that helped retain their experienced employees. Data were collected using semistructured interviews and a review of organization policy documents. Through thematic analysis, four …
Relationship Between An Entrepreneur’S Self-Efficacy, Self-Leadership, And Startup Sustainability In Nigeria, Juliet Ehimuan
Relationship Between An Entrepreneur’S Self-Efficacy, Self-Leadership, And Startup Sustainability In Nigeria, Juliet Ehimuan
Walden Dissertations and Doctoral Studies
Self-efficacy and self-leadership have been identified as important indicators of business sustainability. Business owners and investors are concerned about sustainability because most businesses fail within the first five years. Grounded in self-efficacy and self-leadership theories, the purpose of this quantitative correlation study was to examine the relationship between entrepreneurial self-efficacy, self-leadership and startup sustainability. The participants were 156 entrepreneurs who completed the entrepreneurial self-efficacy scale and the abbreviated self-leadership questionnaire delivered via email. The multiple linear regression analysis results indicated the model was able to significantly predict startup sustainability, F(2, 129) = 432.47, p < .001, R2 = .87. Self-efficacy provided a significant contribution to the model (t = 8.424, p = < .001, β = .914). In contrast, the contribution of self-leadership was not significant (t = 0.185, p = .853, β = .20). A key recommendation is the utilization of mentoring programs and structured leadership internships that enhance self-efficacy by providing startup leaders with exposure to more seasoned corporate leaders, and successful peers who have had similar experiences to theirs. The implications for positive social change include the potential development of training and capacity-building programs that can be provided to entrepreneurs and other startup leaders to enhance their ability to sustain their startups, leading to more successful businesses, job creation, and economic growth.