Document Type
Article
Publication Date
12-1-2012
Abstract
On-the-job experiences are emphasized as powerful developers of leadership talent in leadership and family business literature. Our qualitative study of 37 family business leaders from mid-market privately held family firms found that it is not just having experiences but the nature of those experiences that determines whether or not authentic leadership talent is actually developed, particularly in next-generation family enterprise leaders. The "family effect," the extent to which actors in a family firm embrace risk in the development of nextgeneration leaders, is identified as central to the development of leadership competencies. We propose a conceptual framework with four factors that promote and four factors that impede the development of leadership talent in family enterprises. Early leadership learning experiences, emotional and social intelligence, job assignments with real responsibility and accountability, and personal reflection promote the development of authentic leadership talent in family firms. Obligatory or entitled motivations for joining the family business, being shielded from risk and/or the consequences of failure, a family business environment characterized by unresolved conflict, and being promoted to positions without necessary qualifications impede the development of leadership talent, and are associated with family business leaders who are likely to hold what we have labeled "pseudo leadership positions"
Keywords
succession, authentic leadership, pseudo-leadership, emotional and social intelligence, intentional change, motivation, risk, conflict, accountability, reflection
Rights
© The Author(s). Kelvin Smith Library provides access for non-commercial, personal, or research use only. All other use, including but not limited to commercial or scholarly reproductions, redistribution, publication or transmission, whether by electronic means or otherwise, without prior written permission is strictly prohibited.
Department/Center
Design & Innovation
Recommended Citation
Miller, Stephen P., "Developing Leadership Talent In Family Businesses: Embracing Risk Or Playing It Safe" (2012). Student Scholarship. 163.
https://commons.case.edu/studentworks/163