Naong, M.N., Naong, M.L
Orientation: SMME success is sacrosanct to a country’s economic growth, for eradication of myriad of socio-economic maladies. Sadly, research continues to show that the majority SMMEs in SA do not remain in business for more than three years on average. Despite causes for their mortality rate being documented, very little is known of the impact of training on entrepreneurs’ Emotional Intelligence (EI) on business success.
Research purpose: This paper explores the influence of training as a mediating variable towards enhancing entrepreneurs’ EI in rallying the workforce for sustainable business success.
Motivation for the study: There is little documented evidence regarding the relationship between entrepreneurs’ EI and business success. Leaders’ success is related closely to how they interact with people, and few SMME owners possess good communication skills nor do they comprehend how easily these can be learnt.
Research design, approach and method: A quantitative research approach employing a survey that was descriptive in nature, involving a cross-sectional research design was chosen. A purposive sample was utilized to collect data from 196 entrepreneurs in Mangaung Metropolitan Area. Data was analysed using one-way ANOVA, Pearson product-moment correlations and simple linear regression analysis.
Main findings: The study reveals that entrepreneurs with reasonable training are conscious of their emotions and are more successful in their business ventures than those without training. Patience and tolerance levels are higher among older entrepreneurs, while their younger counterparts are more competitive and driven by instant results, plus being more receptive and open-minded to upskilling interventions.
Practical/managerial implications: Success is achieved through people, and their efficient management requires a balanced approach and learned people skills, such as EI which is a critical capability towards SMME growth and profitability.
Contribution/value-add: The engendering of a Training and Development (T&D) culture within the SMME sector could yield far better sustained results than merely ‘tossing money’ at the problem.