Exploring how leadership of small, medium, and micro enterprises affect the volatility, uncertainty, complexity and ambiguity environment.

Abstract

The purpose of this dissertation is to investigate how SMME leaders in KwaZulu-Natal can cultivate the agility and adaptability required to affect the challenges posed by an environment of volatility, uncertainty, complexity, and ambiguity. The report offers valuable insights into strategies that SMMEs might employ to address the complexities of modern business. This is achieved by examining the experiences of leaders in the KwaZulu-Natal Province. The study employed a qualitative research methodology and used a non-probability sampling approach, namely the purposive sampling technique. Ten Small, medium and micro enterprises located in the KwaZulu-Natal province were purposively sampled. The research used semi-structured interviews to collect data from the participants and thematic analysis to analyse the findings. The research uncovered key insights into the leadership approaches and practices that enable enterprises to flourish despite the VUCA environment. The findings highlighted the significance of fostering a culture of continuous learning within SMMEs. It was revealed that agile leaders in Kwa-Zulu Natal who actively pursued knowledge expansion and encouraged their teams to do the same were better equipped to anticipate market shifts and swiftly respond to changing environment. Furthermore, the study revealed that effective communication plays a pivotal role in enhancing agility. Leaders who were collaborative and encouraged dialogues within their organisations were able to harness collective intelligence and make informed decisions promptly. Moreover, the study underlined the significance of emotional intelligence in leadership. Leaders who displayed empathy and a keen understanding of their employees' needs were better poised to foster a resilient workforce, capable of navigating uncertainty. This human-centric approach not only nurtured loyalty but also empowered employees to contribute creatively to problem-solving efforts. The findings of this qualitative research emphasize the critical need for leadership flexibility and adaptation for SMME performance in a VUCA environment. These results add to the body of knowledge on successful leadership in a VUCA environment and have application for SMME executives who want to guide their companies toward sustainability and development.