STRATEGIC DUAL LEADERSHIP AND COFOUNDER RELATIONSHIP AMONG MALAYSIAN WOMEN-OWNED AND LED SMALL MEDIUM ENTERPRISE (SMEs)
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Universiti Malaysia Sarawak (UNIMAS)
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This study explores the dynamics of strategic dual leadership and cofounder relationships among Malaysian women-owned and led small and medium enterprises (SMEs), a growing yet under-researched segment in the entrepreneurial landscape. The importance of this study lies in addressing how shared leadership between women cofounders affects business outcomes, particularly in terms of decision-making, innovation, and resilience. Despite growing recognition of women’s contributions to SMEs, limited attention has been given to how gendered leadership partnerships operate, particularly within the Malaysian SME context. To address this gap, the study aims to understand the mechanisms through which trust, communication, and conflict resolution influence the effectiveness of cofounder relationships and their impact on strategic business performance. A qualitative research design was adopted to gain rich, in-depth insights. Data were collected through semi-structured interviews with three women entrepreneurs, selected through purposive sampling to ensure relevance and diversity. Thematic analysis was used to interpret the data and identify recurring patterns related to leadership collaboration. Key findings show that emotional trust, open communication, complementary roles, and respectful conflict resolution contribute significantly to successful dual leadership. Participants also highlighted challenges such as balancing roles and external gender expectations, as well as opportunities for innovation and mutual growth. Theoretically, the study contributes to the application of Shared Leadership Theory and the Resource-Based View by showing how interpersonal dynamics serve as valuable intangible assets in women-led SMEs. Practically, the findings offer guidance for leadership training, policy development, and mentorship programs tailored to cofounders. For future research, the study recommends exploring diverse cofounder compositions, such as male-female pairs, and extending the scope using alternative research designs such as quantitative or comparative approaches to broaden the understanding of dual leadership in various SME contexts.