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Task vs. Relationship-Oriented Leadership: Measuring Organizational Performance in Small, Medium and Micro Enterprises (SMMEs) in Johannesburg, South Africa

Management Analysis Journal · Vol. 15 No. 1 (2026) · hlm. 1–13

DOI
10.15294/maj.v15i1.35422
ISSN
2502-1451, 2252-6552
Terbit
2026-03-31
Penerbit
Universitas Negeri Semarang
Bahasa
eng
Lisensi
creativecommons.org/licenses/by/4.0

Abstrak

This study examines the influence of task-oriented and relationship-oriented leadership styles on organisational performance in small, medium, and micro enterprises (SMMEs) in Johannesburg, South Africa. The novelty of the study lies in simultaneously analysing autocratic, transactional, and transformational leadership styles within the underexplored context of South African SMMEs. Data were collected from 194 SMME owners and managers using a structured survey and analysed through structural equation modelling (SEM) to test the hypothesised relationships between leadership styles and organisational performance. The findings reveal that autocratic, transactional, and transformational leadership styles all have significant positive effects on organisational performance. These results suggest that leadership effectiveness in SMMEs is not confined to a single dominant style but rather depends on the contextual application of different leadership approaches. The study provides practical insights for SMME leaders and policymakers by highlighting the importance of adapting leadership behaviours to the dynamic and resource-constrained environments typical of emerging economies. Overall, the research contributes to leadership and small business literature by demonstrating how leadership adaptability supports organisational performance and sustainability in SMMEs.

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Sumber metadata: OAI-PMH (metadata jurnal) https://journal.unnes.ac.id/journals/maj/oai, pertama di-harvest 6 Nov 2026, terakhir terlihat 8 Nov 2026.
Metadata asli (oai_dc) 
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	<dc:title xml:lang="en">Task vs. Relationship-Oriented Leadership: Measuring Organizational Performance in Small, Medium and Micro Enterprises (SMMEs) in Johannesburg, South Africa</dc:title>
	<dc:creator xml:lang="en">Pillay, Leevashen</dc:creator>
	<dc:creator xml:lang="en">Boodhoo, Suvera </dc:creator>
	<dc:creator xml:lang="en">Chuchu, Tinashe</dc:creator>
	<dc:subject xml:lang="en">Task-oriented leadership</dc:subject>
	<dc:subject xml:lang="en">Relationship-oriented leadership</dc:subject>
	<dc:subject xml:lang="en">Organisational performance</dc:subject>
	<dc:subject xml:lang="en">Leadership styles</dc:subject>
	<dc:subject xml:lang="en">SMMEs</dc:subject>
	<dc:subject xml:lang="en">South Africa</dc:subject>
	<dc:description xml:lang="en">This study examines the influence of task-oriented and relationship-oriented leadership styles on organisational performance in small, medium, and micro enterprises (SMMEs) in Johannesburg, South Africa. The novelty of the study lies in simultaneously analysing autocratic, transactional, and transformational leadership styles within the underexplored context of South African SMMEs. Data were collected from 194 SMME owners and managers using a structured survey and analysed through structural equation modelling (SEM) to test the hypothesised relationships between leadership styles and organisational performance. The findings reveal that autocratic, transactional, and transformational leadership styles all have significant positive effects on organisational performance. These results suggest that leadership effectiveness in SMMEs is not confined to a single dominant style but rather depends on the contextual application of different leadership approaches. The study provides practical insights for SMME leaders and policymakers by highlighting the importance of adapting leadership behaviours to the dynamic and resource-constrained environments typical of emerging economies. Overall, the research contributes to leadership and small business literature by demonstrating how leadership adaptability supports organisational performance and sustainability in SMMEs.</dc:description>
	<dc:publisher xml:lang="en">Universitas Negeri Semarang</dc:publisher>
	<dc:date>2026-03-31</dc:date>
	<dc:type>info:eu-repo/semantics/article</dc:type>
	<dc:type>info:eu-repo/semantics/publishedVersion</dc:type>
	<dc:type xml:lang="en">Peer-reviewed Article</dc:type>
	<dc:format>application/pdf</dc:format>
	<dc:identifier>https://journal.unnes.ac.id/journals/maj/article/view/35422</dc:identifier>
	<dc:identifier>10.15294/maj.v15i1.35422</dc:identifier>
	<dc:source xml:lang="en">Management Analysis Journal; Vol. 15 No. 1 (2026): Management Analysis Journal; 1-13</dc:source>
	<dc:source>2502-1451</dc:source>
	<dc:source>2252-6552</dc:source>
	<dc:source>10.15294/maj.v15i1</dc:source>
	<dc:language>eng</dc:language>
	<dc:relation>https://journal.unnes.ac.id/journals/maj/article/view/35422/9103</dc:relation>
	<dc:rights xml:lang="en">Copyright (c) 2026 Management Analysis Journal</dc:rights>
	<dc:rights xml:lang="en">https://creativecommons.org/licenses/by/4.0</dc:rights>
</oai_dc:dc>