MODERATING ROLE OF LEADERSHIP STYLE ON THE RELATIONSHIP BETWEEN ENTREPRENEURIAL MARKETING AND SMES PERFORMANCE: EVIDENCE FROM NORTHERN NIGERIA

Abstract

The study investigated the moderating role of transformational and transactional leadership styles on the relationship between entrepreneurial marketing (EM) and Small and Medium Enterprises (SMEs) performance in Bauchi South Senatorial District of Bauchi State, Nigeria. A quantitative survey design was adopted, and data were obtained from 300 SME owner-managers across seven local government areas. Partial Least Squares Structural Equation Modelling (PLS-SEM) was used for data analysis via ADANCO 2.0.1. Results revealed that both transformational leadership (β = −0.19, p < 0.05) and transactional leadership (β = −0.21, p < 0.05) moderated the relationship between customer intensity and SMEs performance. The study concludes that leadership style plays a significant boundary condition on the entrepreneurial marketing-performance nexus among Nigerian SMEs. Policy implications and directions for future research are discussed.