The documented high failure rate for family businesses in the succeeding generations led to the research problem that the succeeding generations might not have developed sufficient leadership practices to sustain the economic performance of the business. The results of this quantitative descriptive correlational study indicated that positive significant correlations existed between the frequency of leadership practices and measures of economic performance for first generation leaders of family businesses. In contrast, virtually no correlations existed between the variables for family business successors regardless of the length of leadership tenure. These findings highlighted potential differences in the manner in which first generation leaders and leaders from subsequent generations lead family businesses. Researchers who continue to strive to quantify leadership practices and measures of economic performance may contribute to the effort to provide practical means to train future and existing leaders in leadership practices and provide substantive measures of progress.
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-A 69/04, Dissertation Abstracts International|
|Subjects:||Management, Business costs, Families & family life, Personal relationships, Sociology|
|Keywords:||Economic performance, Family business, Founders and successors, Leadership, Leadership practices, Succession|
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