Abstract:

Scholars, policy makers and analysts have agreed that the future development of any country rests on the shoulders of Small and Medium Enterprises (SMEs). Although SMEs play an important role in developing countries such as Zimbabwe, 85% are expected to fail within the first three years. Many reasons have been outlined as the causes of such a high failure rate with the most notable ones being a dearth in managerial capacity and an inappropriate leadership model. Zimbabwean SMEs have failed to drive economic growth despite the implementation of Western-initiated leadership models. This is why scholars have argued against the applicability of these models and advocated for the establishment and institutionalisation of indigenous leadership models. The current study sought to develop and validate an Afrocentric Effective Leadership (AEL) model for Zimbabwean SMEs. Quantitative research was carried out employing a survey strategy where data was collected using a questionnaire from 241 participants from Bulawayo’s Central Business Area. The study concluded that effective leadership in Zimbabwean SMEs is dependent on ubuntu, culture, history of the country and stage of economic development of the country, intermediated by leaders’ characteristics. It was recommended that leaders should lead in line with the philosophy of ubuntu. They should value group solidarity, good social and personal relations and believe in consensus and compromise.