Open AccessLeadership Styles in Vietnamese Small and Medium Enterprises
Author(s) -
Tien Dat LE,
Phong Tuan Nham
Publication year - 2021
Publication title -
webology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.259
H-Index - 18
ISSN - 1735-188X
DOI - 10.14704/web/v18i2/web18324
Subject(s) - vietnamese , leadership style , autocracy , servant leadership , viewpoints , transformational leadership , context (archaeology) , order (exchange) , business , transactional leadership , public relations , shared leadership , marketing , knowledge management , political science , democracy , computer science , politics , geography , art , philosophy , linguistics , archaeology , finance , law , visual arts
Leadership and leadership styles are considered as decisive factors to the success and failure of small and medium enterprises (SMEs). The objectives of the paper are to identify benefits and drawbacks of applying three major leadership styles, namely autocratic, democratic and laissez-faire styles of Vietnamese SMEs leaders, who are working in various business fields. The qualitative approach was used to explore the perceptions of 51 Vietnamese SME managers, and the N-vivo software was useful in data analysis. The theoretical contribution, therefore, can be seen by the in-depth investigating on the leadership styles from the multi-dimensional viewpoints of SMEs leaders in the culture context of one Asian emerging nation such as Vietnam. The paper is also expected to be useful for SME managers to better understanding leadership styles, in order to adjust and perfect their leadership behaviors for more effective managerial and organizational performance.