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Leadership Styles and Corporate Entrepreneurship: Small and Medium Enterprises in Pakistan

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Leadership Styles and Corporate Entrepreneurship: Small and Medium Enterprises in Pakistan LEADERSHIP STYLES AND CORPORATE ENTREPRENEURSHIP: SMALL AND MEDIUM ENTERPRISES IN PAKISTAN Malaya IMRAN SHAFIQUE of FACULTY OF ECONOMICS AND ADMINISTRATION UNIVERSITY OF MALAYA UniversityKUALA LUMPUR 2016 LEADERSHIP STYLES AND CORPORATE ENTREPRENEURSHIP: SMALL AND MEDIUM ENTERPRISES IN PAKISTAN IMRAN SHAFIQUE Malaya of THESIS SUBMITTED IN FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF DOCTOR OF PHILOSOPHY FACULTY OF ECONOMICS AND ADMINISTRATION UniversityUNIVERSITY OF MALAYA KUALA LUMPUR 2016 i UNIVERSITI MALAYA ORIGINAL LITERARY WORK DECLARATION Name of Candidate: Imran Shafique Registration/Matric No: EHA130031 Name of Degree: Doctor of Philosophy Title of Project Paper/Research Report/Dissertation/Thesis ("this Work"): Leadership Styles and Corporate Entrepreneurship: Small and Medium Enterprises in Pakistan Field of Study: Human Resource Management I do solemnly and sincerely declare that: (1) I am the sole author/writer of this Work; (2) This Work is original; (3) Any use of any work in which copyright exists was done by way of fair dealing and for permitted purposes and any excerpt or extract from, or reference to or reproduction of any copyrightMalaya work has been disclosed expressly and sufficiently and the title of the Work and its authorship have been acknowledged in this Work; (4) I do not have any actual knowledge nor do I ought reasonably to know that the making of this Work constitutesof an infringement of any copyright work; (5) I hereby assign all and every rights in the copyright to this Work to the University of Malaya ("UM"), who henceforth shall be owner of the copyright in this Work and that any reproduction or use in any form or by any means whatsoever is prohibited without the written consent of UM having been first had and obtained; (6) I am fully aware that if in the course of making this Work I have infringed any copyright whether intentionally or otherwise, I may be subject to legal action or any other action as may be determined by UM. Candidate’s Signature Date University Subscribed and solemnly declared before, Witness’s Signature Date Name: Designation ii ABSTRACT Corporate entrepreneurship is one of the most important elements for the survival of organizations in today’s business environment characterized by globalization, technological advancements, and competition. Literature suggests that in order to survive in a dynamic environment, organizations need to promote corporate entrepreneurship through an approach characterized by leadership. Small and medium enterprises (SMEs) are vital for every economy. For Pakistan, SMEs are considered as backbone of the economy with a contribution of 30% and 20% to Gross Domestic Product and exports respectively, moreover, they constitute 90% of total businesses. The focus of this study is to analyze the role of leadership styles (transformational, transactional, and passive-avoidant) to promote corporate entrepreneurship in the manufacturing sector of SMEs in Pakistan. This studyMalaya has three main objectives. Firstly, to explore the relationship between leadership styles and corporate entrepreneurship; secondly, to distinguish the role of leadershipof styles in affecting the dimensions of corporate entrepreneurship: innovation, new business venturing, self-renewal, proactivity, and risk-taking; and finally, to define the role of absorptive capacity between leadership styles and corporate entrepreneurship overall and individually with each dimension of corporate entrepreneurship. This study integrates the dispersed scholastic work on transformational leadership, absorptive capacity, and corporate entrepreneurship into one framework. Using survey questionnaire, this framework is thenUniversity empirically analyzed through applications of structural equation modeling (SEM) in the context of manufacturing SMEs of Pakistan. The results demonstrate that transformational leadership positively affects the corporate entrepreneurship and its dimensions. Absorptive capacity also mediates the relationship of transformational leadership and corporate entrepreneurship overall and its dimensions. However, transactional leadership has no effect on corporate entrepreneurship overall, directly and iii through absorptive capacity, but it has a positive effect on proactivity and risk-taking; and dimensions of corporate entrepreneurship. Similarly, passive-avoidant leadership does not affect corporate entrepreneurship overall, directly and indirectly (absorptive capacity), but effects proactivity positively and new business venturing negatively. The in-depth analysis reveals that direct effect of absorptive capacity on corporate entrepreneurship is more than the direct effect of transformational leadership on corporate entrepreneurship overall and with each dimension. Hence, this study shows that not every type of leadership style promote absorptive capacity and corporate entrepreneurship. Instead, transformational leadership is vital to promote both absorptive capacity and corporate entrepreneurship. It is found that transformational leadership promotes corporate entrepreneurship in SMEs of Pakistan more than other leadership styles. In terms of managerial implications,Malaya this study suggests to impart and improve transformational leadership skills in the management through appropriate education and training of key personnel ofof SMEs. In terms of policy implications, this study recommends the formulation of policies in Pakistan (professional education, developing network with local, country and worldwide information sources, training and development, recruiting and selection) to promote corporate entrepreneurship and absorptive capacity in SMEs should play its importance in transformational leadership. University iv ABSTRAK Keusahawanan korporat adalah salah satu elemen yang paling penting untuk kelangsungan hidup sesebuah organisasi dalam persekitaran perniagaan hari ini yang dicirikan globalisasi, kemajuan teknologi, dan persaingan. Kajian literatur menunjukkan bahawa dalam usaha untuk bertahan dalam persekitaran yang dinamik, organisasi perlu menggalakkan keusahawanan korporat melalui pendekatan yang dicirikan kepimpinan. Industri kecil dan sederhana (IKS) adalah penting bagi setiap ekonomi. Bagi Pakistan, IKS adalah dianggap tulang belakang ekonomi dengan sumbangan sebanyak 30% dan 20% kepada Keluaran Dalam Negara Kasar dan eksport masing-masing dan membentuk 90% daripada jumlah perniagaan. Fokus kajian ini adalah untuk menganalisis peranan gaya kepimpinan (transformasi, transaksi, dan ‘passive-avoidant’) untuk menggalakkan keusahawanan korporat dalam sektor pembuatanMalaya IKS di Pakistan. Kajian ini mempunyai tiga objektif utama. Pertama, untuk mengkaji hubungan antara gaya kepimpinan dan keusahawanan korporat;of kedua, untuk mengkaji peranan gaya kepimpinan dalam mempengaruhi dimensi keusahawanan korporat: inovasi, penerokaan perniagaan baru, pembaharuan diri, proaktiviti, dan pengambilan risiko; ketiga, untuk menentukan peranan keupayaan penyerapan (‘absorptive capacity’) antara gaya kepimpinan dan keusahawanan korporat secara keseluruhan dan secara individu dengan setiap dimensi keusahawanan korporat masing-masing. Kajian ini menggabungkan kerja akademik yang merangkumi kepimpinan transformasi, keupayaan menyerap dan keusahUniversityawanan korporat ke dalam satu rangka kerja. Dengan menggunakan soal selidik, rangka kerja ini kemudiannya dianalisis secara empirikal melalui aplikasi pemodelan persamaan struktur (SEM) dalam konteks sektor pembuatan IKS di Pakistan. Keputusan menunjukkan bahawa kepimpinan transformasi memberi kesan positif kepada keusahawanan korporat dan dimensinya. Keupayaan penyerapan juga menjadi pengantara hubungan kepimpinan transformasi dan keusahawanan korporat secara v menyeluruh dan kepada dimensinya. Walau bagaimanapun, kepimpinan transaksi tidak mempunyai kesan ke atas keusahawanan korporat secara keseluruhan dan melalui keupayaan penyerapan, tetapi mempunyai kesan positif ke atas proaktiviti dan pengambilan risiko dan; dimensi keusahawanan korporat. Begitu juga, kepimpinan ‘passive-avoidant’tidak mempunyai kesan keseluruhan atas keusahawanan korporat secara langsung dan tidak langsung (keupayaan penyerapan) tetapi memberi kesan positif kepada proaktiviti dan kesan negatif kepada penerokaan perniagaan baru. Analisis yang mendalam ini mendedahkan bahawa kesan langsung daripada keupayaan penyerapan ke atas keusahawanan korporat adalah lebih daripada kesan langsung kepimpinan transformasi ke atas keusahawanan korporat secara menyeluruh dan untuk dimensinya. Oleh itu, kajian ini mencadangkan bahawa bukan setiap jenis gaya kepimpinan menggalakkan keupayaan penyerapanMalaya dan keusahawanan korporat. Sebaliknya, kepimpinan transformasi adalah penting untuk menggalakkan kedua-dua keupayaan menyerap dan keusahawananof korporat. Didapati bahawa kepimpinan transformasi menggalakkan keusahawanan korporat IKS Pakistan lebih daripada gaya kepimpinan lain. Dari segi implikasi pengurusan, kajian ini mencadangkan untuk memberi dan meningkatkan kemahiran kepimpinan transformasi dalam pengurusan melalui pendidikan dan latihan kakitangan utama IKS yang sesuai. Dari segi implikasi dasar, kajian ini mencadangkan penggubalan dasar di Pakistan (pendidikan profesional, membangunkan rangkaian maklumat dari sumber tempatan, negara dan seluruh dunia, latihanUniversity dan pembangunan, pengambilan dan pemilihan) untuk menggalakkan keusahawanan korporat serta keupayaan penyerapan dalam IKS perlu diambilkira dalam memainkan peranan penting dalam kepimpinan
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