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                <text>Small and Medium Scale Enterprises (SME’s) have over the years played a very significant role in the economic development of most developing countries. Various mitigating factors tend to stifle or prolong their quest to be successful in their endeavors. Hence it is against this backdrop that this study explores protracting trials of SME success in Ghana. A descriptive research design was adopted using questionnaires and a sample size of 1346 SME’s in the Metropolis districts in the four regions of Ghana. Structured questionnaires containing open and closed-ended questions were used in obtaining information from 1346 SME’s in the Metropolis, Municipalities and Districts in Ghana. This method involved three steps. The first step was developing a series of values acknowledged by SME’s. The second step used generalized types to express each value. The third step organized the acknowledged value and indicated their relationship. Based on that study, we developed an assessment model for protracting trials encountered by SME’s in procuring their dayto-day activities. The results designated the main protracting trials encountered by SME’s, and ordered based on their degree of importance, as “Financial Constraints"," Domestic Demand"," Loan Repayments"," Lack of&#13;
Entrepreneurial Skills"," Equipment &amp; Technology"," International Markets"," Regulatory Constraints" and" Legal". The weights of the first three aspects accounted for 69.3%(Buckley’s method) of the protracting trial factors and 61.7%(Chang’s method). Correspondingly, these three items, present the highest protracting trials to SME success in Ghana and a significant improvement …</text>
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                <text>Objective–This study extends both Social Exchange Theory and the Job Demands–Resources model by examining the connection between psychological contract breach, job stress and employee engagement in relation to the role inclusive leadership plays.&#13;
Methodology–Using a quantitative approach, data was gathered from two hundred and two (202) respondents, selected using convenience sampling technique. Data gathered was analysed using SPSS version 26 and SmartPLS 4. Findings–Results showed that Job Stress had a negative statistically significant impact on Inclusive Leadership Employee Engagement, Innovative Output and Turnover Intent. Inclusive Leadership Psychological Contract Breach had a positive significant relationship with Innovative Output but a negative relationship with Job Stress. The study also found out that Job Stress mediates the relationship between Inclusive Leadership Psychological Contract Breach and Inclusive Leadership Employee Engagement.&#13;
Novelty–The study contributes to clarifying and extend the social exchange theory (SET) by unravelling how the inclusive leader operates on respect, recognition, responsiveness and responsibility, in the reciprocal relationship between himself and their subordinates. Additionally, the study identifies the relationship between psychological contract breach, job stress and employee engagement in a developing country after the COVID-19 pandemic.</text>
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                <text>Objective–This study extends both Social Exchange Theory and the Job Demands–Resources model by examining the connection between psychological contract breach, job stress and employee engagement in relation to the role inclusive leadership plays.&#13;
Methodology–Using a quantitative approach, data was gathered from two hundred and two (202) respondents, selected using convenience sampling technique. Data gathered was analysed using SPSS version 26 and SmartPLS 4. Findings–Results showed that Job Stress had a negative statistically significant impact on Inclusive Leadership Employee Engagement, Innovative Output and Turnover Intent. Inclusive Leadership Psychological Contract Breach had a positive significant relationship with Innovative Output but a negative relationship with Job Stress. The study also found out that Job Stress mediates the relationship between Inclusive Leadership Psychological Contract Breach and Inclusive Leadership Employee Engagement.&#13;
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