The Role of Familial Trust in the Leader-member Exchange

Drawing on the study of micro and small family businesses in a transition economy, this research explores the effects of trust transferred from the family to the business system. Specifically, it examines how the leader’s interpersonal trust in the member affects the quality of the leader-member exchange (LMX) in familial dyads. The results reveal that interpersonal trust has a positive effect on LMX and the degree of this association depends on the leader’s orientation. This relationship is strengthened by the leader’s orientation, however, only in the case when the orientation is family-centric. The moderating effect is not statistically significant when the leader adopts business-centric orientation

From family successors to successful business leaders:A qualitative study of how high-quality relationships develop in family businesses

Little attention has been given to the role of interpersonal relationships in building the leadership skills of next-generation successors, with most literature focusing on the development of their business and technical skills. Drawing on Leader-Member Exchange (LMX) theory, we qualitatively explore how high-quality relationships develop between next-generation leaders and family and non-family stakeholders and how they impact leadership development. Findings from interviews with 24 next-generation leaders of family businesses in India show that high-quality relationships develop through mutual respect, trust, early affiliation with the business, mentoring, and mutual obligation. By exploring how high-quality relationships develop between next-generation family business leaders and family and non-family stakeholders, we contribute to a finer-grained understanding of successful intergenerational succession in family businesses. We also contribute to LMX theory by considering networks of relationships (and not just dyadic relationships) and by identifying two antecedents that are specific to family businesses (early affiliation with the business and mentoring) to the previously identified ones (trust, mutual respect, and mutual obligation)

Family Business Transgenerational Continuity in Transition Economies: Towards a Conceptual Model

Within classification of emerging economies, Lithuania as part of the former Soviet Union belongs to the group of transition economies. In this paper, we discuss how theorizing leadership succession may contribute to the key strategic questions of succession arising among family businesses in transition economies. The purpose of this study is to revisit the phenomenon of family business succession and linkages among the goals of succession and performance measures of family business. Our study aims at providing three contributions to the current literature. First, it highlights the role of transgenerational continuity of family businesses in transition economies. Second, it revisits the concept of succession through identification of the third – leadership – dimension alongside management and succession. Third, it provides a conceptual model of family business succession outcome measurement and implications for further research

The Role of familial trust in the leader-member exchange

Drawing on the study of micro and small family businesses in a transition economy, this research explores the effects of trust transferred from the family to the business system. Specifically, it examines how the leader’s interpersonal trust in the member affects the quality of the leader-member exchange (LMX) in familial dyads. The results reveal that interpersonal trust has a positive effect on LMX and the degree of this association depends on the leader’s orientation. This relationship is strengthened by the leader’s orientation, however, only in the case when the orientation is family-centric. The moderating effect is not statistically significant when the leader adopts business-centric orientation

Contouring Sustainability: Cultural Configurations of Nordic Firms

Research Question: This article outlines and explains a unique cultural configuration of organizations in the Nordics – the region that embodies linkages between sustainability, societal, cultural context, and organizational culture. Motivation: Our goal was to offer a holistic approach that incorporates national and organizational perspectives as they apply to Nordic organizations’ culture, as culture is typically examined either through a) the lens of its national culture, or, b) through specific assumptions, beliefs and values, and artifacts that exist in the institution itself. Idea: Building on theoretical underpinnings from models of national culture and a separate framework for examining organizational culture, we examine how the links among cultural artifacts, espoused values and beliefs, and basic underlying assumptions are established in Nordic organizations and how they complement previous findings about the Nordic cultural cluster in general. Findings: This integrative analysis suggests that the highly prominent central tendencies of the Nordics across core cultural dimensions are deeply rooted as basic underlying assumptions within the Nordic culture that are ultimately translated into a set of observable artifacts. Likewise, the moderately expressed tendencies have not yet been transformed into underlying assumptions and are accompanied with mixed artifacts. Contribution: This paper expands our existing understanding regarding the interplay of national and organizational culture in specific cultural cluster – Nordic cluster, which is characterized by high achievements in sustainability-orientated societal-level outcomes

Projektų vadovo emocinio intelekto kompetencijų ir projekto sėkmės sąveika

The main goal of this study is to examine emotional intelligence competencies and Project Outcomes in business companies. In addition, we examine this in a cross-national context that adds external validity to the findings. The research method involved the web questionnaire survey with collected data from 363 respondents coming from Lithuania, Poland and the United States. Across the pooled sample, Functional Success was highly correlated to Emotional Intelligence components of Self Awareness, Emotional Resilience, Intuitiveness, Motivation and Contentiousness but not related to Influence, or Interpersonal Sensitivity. However, these tended to be differential across countries. Several major implications are evident from these results. First, successful managerial styles are differential across countries. Thus a successful manager in one area may be less successful elsewhere. Second, within each country/culture there are characteristics that can be identified that typically led to a more successful project outcome. We find that there are rather unique components that lead to success in different paths. Interestingly, motivation of the manager led to very limited success - and then only at a basic functional level (e.g., the project was done on time and at budget)

Darnios lyderystės tapatybės konstravimas: lyderio-sekėjo požiūris

This article presents a sustainable leader identity construction model that explores daily leader-follower interactions and leadership perceptions held by the followers. It is rooted in the relational perspective of the leadership development process and embraces a follower-centric approach to address the gaps in understanding of sustainable leadership co-construction with the followers, as the primary stakeholders of organizations. The data collected from 18 interviews with middle-managers in two countries, accounting for the cultural context, was used to reproduce schemas held by the followers and was framed into a conceptual model that encompasses leader’s need, task, and people orientation, individual achievement, and satisfaction of the leader’s need(s). The findings unveil cultural, context-related perceptions that differentiate between the leader’s competence and the leader’s authority as key tenets of the leadership. The study contributes to the body of knowledge on sustainable and follower-centric leadership, and provides empirical evidence from two under researched cultural contexts