\u201cI\u2019m Your Leader Now, but Do You Trust Me?\u201d: An Analysis of Leadership and Trust in Family Firms\u2019 Succession

Leadership succession is inevitable for most family businesses. To effectively face this challenging transition, next-generation leaders need to have the ability to gain the trust and respect of their employees, however, the impact of employees\u2019 trust during a change in family leadership is challenging given the incumbent\u2019s shadow. The chapter aims to explore how trust in family leaders can impact on succession when a business is passed from one generation to the next. This chapter presents two comparative examples of family business cases operating in the transportation sector in Italy. In the first business, the succession already took place and the next-generation leader is currently running the firm, while in the other firm, the incumbent generation is still in charge of the company and is not passing the baton. Results show that the incumbent and next-generation leader\u2019s perception of their leadership style correspond to non-family employees\u2019 perceptions. However, employees\u2019 trust in the incumbent is higher than the trust in the successor

Measurement Development and Validation in Research

This chapter describes the importance of measurement in social research and education research. In order to validly compare across groups, whether it is age, gender, ethnicities, or cultures, measurement invariance needs to be established. This is accomplished through single-group and multi-group confirmatory factor analysis. The procedural approach is presented with a detailed illustration from real research in servant leadership in K-12 principals in the United States. Second-order confirmatory factor analysis is described due to its popularity. Procedural steps are cited, and an example is given for illustration. As a major statistical technique in instrument development, exploratory factor analysis is discussed and illustrated at the beginning of this chapter