It has long been argued that Social Capital, a concept represented by the value embedded in the social relationships of individuals or collectives constitute strategic resources for individuals and organisations. Social networks are thus perceived by businesses, particularly small and medium enterprises, as a means to access those resources, for example gaining privileged access to strategic information that could secure financial resources. In reality, and because of the inherent characteristics of Social Capital, entrepreneurs or business owner/managers who effectively use resources available within social networks are driven by a clear and compelling vision and sustained by a set of leadership attributes which are in line with the process of recognising, evaluating and exploiting opportunities. This study reinforces the concept of Entrepreneurship as a multi-social construct. Using survey data from 359 SMEs in UK South West food and drink manufacturing, this study uses a structural equation model to evaluate the relationships of interdependence between Social Capital, Leadership and Entrepreneurship Process. The mediating role of leadership in this interaction first, explains the relationship between Social Capital and Entrepreneurship Process and second, exposes the entrepreneurial behaviour common among SW food and drink manufacturers as the underlying explanatory factor of the competitiveness. Notwithstanding the prevalence of social networks, the level of brokerage appears to be very concentrated on closed networks with providers of professional services and local associations. This inadequate level of brokerage heightens the existence of structural holes which points to a situation of ‘over-socialisation’ suggesting that social norms prescribe economic action. The lack of appropriate market knowledge among ii owners/managers of small medium enterprises in the UK South West food and drink manufacturing frustrates the formulation of a comprehensive vision, in spite of the fact that values of ‘hard work’, ‘continued improvement’ and ‘ambition are largely shared among them. The main findings contribute toward a better understanding of Social Capital as distinct from social networks and the leadership role in business competitiveness. It makes a significant contribution to the debate on the integration of individual and environmental perspectives as a direction of future research on the understanding of Entrepreneurship. The study implications address policy-makers and business managers in filling the skills and knowledge gaps which are restraining the competitiveness of SMEs in this important and strategic sector

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Small and medium-sized enterprises (SMEs) contribute to the stability and growth of economies by creating employment in rural and urban areas. More than 60% of SMEs do not survive for longer than 5 years; a lack of leadership skills is among the key problems. The purpose of this multiple case study was to explore the leadership skills owners-managers used to sustain their businesses for longer than 5 years. Research participants were 4 owners-managers of SMEs from the manufacturing industry in Trinidad and Tobago that sustained their businesses for at least 5 years. The contingency leadership model and the skill-based leadership model formed the conceptual lens for this study. Data were collected using semistructured interviews and direct observations. Data were analyzed using Miles and Huberman's analytical strategies and Morse's cognitive process of coding, pattern matching, interpreting, and summarizing the data. Five themes emerged from the data analysis: leadership skills, leadership values, development of leadership skills, leadership challenges, and improvement in leadership skills. The findings from this study could influence positive social change by providing insights on leadership skills SME leaders could use to sustain their operations for the longer term, resulting in reduced failure of SMEs. A decrease in the failure rate of SMEs might contribute to improved economic conditions, leading to the reduction of poverty in families and communities.

Leadership in small and medium enterprises (SMEs) has remained an under-researched area in the management literature, especially in developing countries such as Nigeria. SME owner-managers in Nigeria lacked in-depth understanding of their leadership style to objectively evaluate its implication on long-term performance and growth of their enterprise. The purpose of this qualitative multiple-case study was to explore the experiences of SME owner-managers in Nigeria to gain an in-depth understanding of their leadership style and its implication for long-term performance and growth of their enterprise. The conceptual framework for this study was anchored in two key concepts; leadership styles and leadership in SMEs, with the full range leadership model as the theoretical foundation. The research question sought to explore the role of SMEs owners and managers leadership styles in the long-term success of their enterprise. Interview data were collected from 6 SME owner-managers who employ less than 200 employees within the manufacturing, education, and trading sectors. The cross-case synthesis technique was used for data analysis which allowed for within-case analysis and cross-case comparisons. Findings from this study showed that Nigerian SME owner-managers do not follow any specific leadership style. They exhibited few characteristics of transformational and transactional leadership behaviors, leaning more to transactional leadership. This study has significance for positive social change by providing insights on how leadership styles can improve the performance and sustainability of Nigerian SMEs, thus increasing their capacity to create employment.