\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

Relationship between conflict and deviant workplace behavior in family business

While family businesses are struggling with all the problems of any other business on one hand, they are also struggling to deal with problems arising from family dynamics on the other hand. The main challenge for the establishment and prevention of conflict, and organizational deviant behavior in these enterprises is the difficulty to separate family and business subsystems that are intertwined with each other without damaging them. This study focuses on organizational deviant behavior arising from probable negative relationship emotions after role ambiguity and conflict of family members in a family business. Furthermore, family effect (altruism) is also defined, which is another aspect affecting deviant behavior. Followed with the general concept of organizational deviations and conflicts and types of conflicts in family business, the last part covers deviation behavior reasons stemming from role conflict, role ambiguity, family altruism, and relationship conflict. The relationship between all these concepts are discussed with a conceptual literature review