scholarly journals Barrett, Mary et Moores, Ken (2009). « Spotlights and shadows : Preliminary findings about the experiences of women in family business leadership roles », Journal of Management & Organization, vol. 15, no. 3, 363-377

2009 ◽  
Vol 14 (1) ◽  
pp. 95
Author(s):  
Louise Cadieux
Keyword(s):  
Family Business ◽  
Leadership Roles ◽  
Business Leadership ◽  
Management Organization ◽  
Experiences Of Women

scholarly journals Spotlights and shadows: Preliminary findings about the experiences of women in family business leadership roles

2010 ◽  
Vol 15 (3) ◽  
pp. 363-377 ◽  
Author(s):  
Mary Barrett ◽  
Ken Moores
Keyword(s):  
Women Leaders ◽  
Family Business ◽  
Leadership Roles ◽  
Study Analysis ◽  
Business Leadership ◽  
Case Study Analysis ◽  
The Family ◽  
And Coping ◽  
Experiences Of Women

AbstractIn an earlier study (Moores & Barrett 2002) we found successful CEOs had learned leadership of family controlled businesses (FCBs) in a series of distinct learning phases. Because that study's sample did not include many women, our present study focuses on women in FCBs to better understand how they exercise leadership and entrepreneurship in the family firm context. Case study analysis of an international sample of women FCB leaders, using frameworks which avoid essentialist assumptions about women's and men's approach to leadership, suggests there are some characteristic ways women leaders learn FCB leadership and entrepreneurship roles. We have tentatively labelled them stumbling into the spotlight, building your own stage, directing the spotlight elsewhere, and coping with shadows. Some interviewees had failed to attain leadership; we labelled their journey becoming invisible. This paper uses Eisenhardt's (1989) framework to elaborate on the stumbling into the spotlight and coping with shadows journeys and what can be learned from them.

scholarly journals Spotlights and shadows: Preliminary findings about the experiences of women in family business leadership roles

2010 ◽  
Vol 15 (3) ◽  
pp. 363-377 ◽  
Author(s):  
Mary Barrett ◽  
Ken Moores
Keyword(s):  
Women Leaders ◽  
Family Business ◽  
Leadership Roles ◽  
Study Analysis ◽  
Business Leadership ◽  
Case Study Analysis ◽  
The Family ◽  
And Coping ◽  
Experiences Of Women

AbstractIn an earlier study (Moores & Barrett 2002) we found successful CEOs had learned leadership of family controlled businesses (FCBs) in a series of distinct learning phases. Because that study's sample did not include many women, our present study focuses on women in FCBs to better understand how they exercise leadership and entrepreneurship in the family firm context. Case study analysis of an international sample of women FCB leaders, using frameworks which avoid essentialist assumptions about women's and men's approach to leadership, suggests there are some characteristic ways women leaders learn FCB leadership and entrepreneurship roles. We have tentatively labelled them stumbling into the spotlight, building your own stage, directing the spotlight elsewhere, and coping with shadows. Some interviewees had failed to attain leadership; we labelled their journey becoming invisible. This paper uses Eisenhardt's (1989) framework to elaborate on the stumbling into the spotlight and coping with shadows journeys and what can be learned from them.

Making gender visible in family business: past and present

2012 ◽  
Vol 13 (1) ◽  
Author(s):  
Paloma Fernández Pérez ◽  
Eleanor Hamilton
Keyword(s):  
Family Business ◽  
Family Firms ◽  
Business Leadership ◽  
Legal Rules ◽  
Developed Economies ◽  
The Family ◽  
Interdisciplinary Synthesis ◽  
Complex Forms ◽  
Rules Of The Game

This  study  contributes  to  developing  our understanding of gender and family business. It draws on studies from the business history and management literatures and provides an interdisciplinary synthesis. It illuminates the role of women and their participation in the entrepreneurial practices of the family and the business. Leadership is introduced as a concept to examine the roles of women and men in family firms, arguing that concepts used  by  historians or economists like ownership and management have served to make women ‘invisible’, at least in western developed economies in which owners and managers have been historically due to legal rules  of  the  game  men,  and  minoritarily women. Finally, it explores gender relations and  the  notion  that  leadership  in  family business  may  take  complex  forms  crafte within constantly changing relationships.

ATF, Inc.: Fasteners and Family

2016 ◽  
pp. 1-8
Author(s):  
John L. Ward
Keyword(s):  
Leadership Style ◽  
Family Business ◽  
Charismatic Leadership ◽  
Leadership Succession ◽  
Business Leadership ◽  
The Future ◽  
Personal Leadership ◽  
Fundamental Insight ◽  
The Many ◽  
Personal Philosophy

The ATF case is a succinct opportunity to explore the many special features of leadership succession for a family business. In 2009 the company was passing the baton to the oldest of three sons in the second-generation family business. ATF produced metal and plastic fasteners for, primarily, the automotive industry. ATF had grown into a company with more than $50 million in annual revenues. The company had grown in large part through alliances with other family businesses around the world. First-generation patriarch Don Surber had led the company since he acquired it in 1982. Don was known for his charismatic leadership style and his focus on driving value through a network approach. The case traces the career paths of all three sons and looks at the succession through the eyes of the oldest son, Jason Surber. The elements, constituents, and challenges of succession are evident. The fundamental insight is that business leadership succession is far more than just passing the business leadership baton. It also requires attention to the family, the board, the whole system of external stakeholders, and the future of ownership. The epilogue in this note covers the period from 2009 to 2012 by describing what Jason did to earn credibility, to incorporate his brothers, and to define his personal leadership philosophy and style. The epilogue thus provides students with an opportunity to consider and define their own personal philosophy of management leadership and their own style. They will see the art of melding styles from the past with their own for the future.

The internationalization of a family business group

2017 ◽  
Vol 15 (4) ◽  
pp. 380-404
Author(s):  
Bice Della Piana ◽  
Alessandra Vecchi
Keyword(s):  
Family Business ◽  
Single Case ◽  
Business Group ◽  
Leadership Roles ◽  
Internationalization Process ◽  
Content Type ◽  
Founding Family ◽  
Focal Firm ◽  
Family Business Group ◽  
Family Leadership

Purpose The purpose of this paper is to provide some illustrative evidence to understand the distinctive forms of governance implemented by a well-established family business group (FBG) and to highlight the relative importance given to the different dimensions of socio-emotional wealth (SEW) during the internationalization process. Design/methodology/approach Drawing on multi-level and longitudinal data, the research provides in-depth insights into how the affiliated firms are linked to the focal firm, how the founding family in a large FBG organizes the top leadership roles spanning multiple countries and whether the inter-organizational and inter-personal networks changes over time and which are the most important items representing the SEW dimensions. Findings From the findings, it emerges that family ownership, family leadership and the presence of trusted people as pivotal actors in the FBG’s internationalization process. Originality/value The originality of the research stems from its contribution because despite providing illustrative evidence based on a single case-study, the findings offer additional insights over the importance of and the instrumental role played by SEW preservation as a perspective to explain FBGs’ internationalization.

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