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Microenterprises (MEs) are vital to the growth and prosperity of economies around the world. All levels of society, from universities to national governments, have collaborated to improve the chances of survival and future growth of these businesses. The threat to life is serious, and unless concerted action is taken, the situation will spiral out of control. Policymakers and business leaders must work together to address the sustainability crisis. The study, therefore, set out to determine how various entrepreneurial skills (such as creativity, collaboration, networking, and risk-taking) affect the long-term viability of MEs. The overall objective of the study was to determine the importance of innovative problem-solving, collaboration, networking, and willingness to take calculated risks of microentrepreneurs for the long-term success of their businesses. A total of 274 microentrepreneurs in rural areas of the Ancash region of Peru were surveyed in the grocery, hardware, clothing, and food service sectors. The survival of the MEs was tested on four dimensions: innovation, leadership, networking, and risk-taking. According to the results, MEs managers can increase their longevity by cultivating creative skills, strengthening leadership as a key to business sustainability and survival, maximizing the use of networks to gain a market advantage and expand their customer base, and employing calculated risk-taking.

In the decades following Chile's 1990 return to democracy, successive governments adopted pioneering reforms aimed at modernizing the state and strengthening democratic governance. This chapter discusses the major developments within Chile's public sector since 1990, with an emphasis on reforms affecting the civil service and public sector management. The politics of the reform process was notable for successful consensus building and led to a more meritocratic, professionally managed public employment system. This chapter also provides an overview of initiatives to strengthen accountability through greater transparency and citizen participation in government, as well as the major public sector management reforms adopted during the last three decades.

This chapter aims to identify differences in the perception of transformational leadership (TL) of three generations – Baby Boomers, Generation X, and Generation Y or Millennials – for an in-depth understanding of the immediate role and challenges facing leaders in organizations. Current days is an excellent time to question what is known and what should be known about leadership and leaders. Latin American leadership characteristics can have a direct effect on the success of business ventures in the region. Leadership can be understood in diverse ways: as an attribute of a position in the organization; as a trait, according to the characteristic of the person; as a behavior, according to the way in which the person acts (Mallma-Vivanco & Córdova-Marcelo, 2015). Several studies carried out in Mexico, Colombia, and Chile show that the Latin American leaders believe that having good working relationships with low conflict is essential to their satisfaction and high performance, and they are usually authoritarian and prefer aggressiveness and assertiveness (Romero, 2004). This study reviews the literature across different generations and related best organizational practices to identify key definitions and empirical results. We compared and contrasted the data from different generations. The findings show that Baby Boomers have a better perception of TL of their leaders than Millennials and even those from Generation X. Thus, the empirical results allow business leaders to understand the differences in perceptions and the unique characteristics of the three generations of workforce in organizations: Baby Boomers, Generation X, and Millennials.