Entrepreneurial Leadership as a Catalyst for Human Resource Development in Resource-Constrained SMEs in Africa: A Zimbabwean Perspective

Getrude Mavunga

doi:10.63726/jmsit.v2i1.279

Authors

Getrude Mavunga Zimbabwe Open University

DOI:

https://doi.org/10.63726/jmsit.v2i1.279

Keywords:

Entrepreneurial Leadership, HRD, SME

Abstract

Small and Medium-sized Enterprises (SMEs) in emerging economies face acute resource constraints that preclude the adoption of conventional, formalized Human Resource Development (HRD) models. Drawing on Complexity Leadership Theory (CLT) and Afrocentric leadership philosophies, this paper develops an integrative conceptual framework explaining how entrepreneurial leadership catalyses HRD in Zimbabwean SMEs. Through a systematic literature synthesis of 85 core sources spanning leadership theory, indigenous African perspectives, and empirical studies of informal learning, the research identifies four leadership functions (adaptive experimentation, social-capital mobilization, emergent structure building, and ubuntu-infused relationality) that give rise to informal HRD mechanisms such as experiential learning cycles, peer coaching, problem-solving forums, and narrative exchange. These processes generate distributed learning capacity, adaptive competence, and cultural–structural alignment, offering a robust alternative to Western paradigms of formal training and hierarchical development. The framework not only underscores the cultural authenticity and resource efficiency of emergent HRD in resource-scarce contexts but also provides actionable insights for SME owner-managers and policymakers. The paper concludes by proposing a mixed-methods empirical validation of the model combining structured surveys with in-depth interviews to test its propositions and refine its constructs, thereby advancing both scholarly understanding and practical pathways for sustainable SME growth in Zimbabwe and similar emerging economies.

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