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Transcript of Daughter Succession
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Article Title Page
Daughter Succession: A Predominance of Human Issues
Author Details
Margaret M.C. HumphreysFielding Graduate University, Santa Barbara, CA, USA
Corresponding author: Margaret M.C. HumphreysCorresponding Authors Email:[email protected]
Acknowledgments (if applicable):An acknowledgement of gratitude is extended to the reviewers of this article: Your thoughtful and detailed commentscontributed greatly to the final version. Thank-you.
Biographical Details:Dr. Humphreys career focus is change in complex systems and leadership transition. Raised in an entrepreneurialfamily, her special interest is management and succession of the family enterprise. Margaret has worked extensivelywith business families and consulted to private and public organizations in most sectors. She has worked throughoutCanada, in the U.S.A., Europe, Latin America and Asia. Margarets PhD from Fielding Graduate University in SantaBarbara CA is in Human and Organizational Systems, specializing in Family Business Studies. She has taught andguest lectured in Canada and the US.
Structured Abstract:
Purpose:The research asked: How do daughters take the lead in their family businesses? What are the relevantissues that characterize the succession process for daughters, what are the attributes of daughter successors, andwhat, if any, features distinguish their leadership style?
Methodology: Qualitative research: reflective interviews with 14 daughter successors. Thematic data analysis(Roulston, 2010) was used to analyze data, build models and link to previous research.
Findings: The shifting landscape of womens roles in family businesses is evidenced through the experiences ofdaughters who have taken over the top leadership positions in their family firms. Skill and commitment override genderin successor selection. The women were intrinsically motivated to take over their family businesses and owned
significant shares in their firms. The findings confirm the centrality of the successorincumbent relationship and revealmentoring, frequently by the incumbent, as the principal vehicle for the transfer of business leadership. Emotionalcompetence emerged as a key successor quality.
Research Limitations: This research is based on a single perspective, that of the successor. The accounts mayinclude elements of performance, that is, selection of content based on the audience and the participants desiredresults.
Originality/Value:Provides an alternate view to female invisibility in the family business, and thepractice of primogeniture. New research on succession, womens roles in family business.
Key Words: Daughter successors; successor-incumbent relationship; successor qualities
Article Classification: Research paper
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Daughter Successions: A Predominance of Human Issues
The shifting landscape of womens roles in family businesses is evidenced through the
experiences of daughters who have taken over the top leadership positions in their family firms.
An increasing number of daughters are taking over their family firms (Alfano & Langowitz,
2002). The number has increased five-fold since 1997 according to the 2007 American Family
Business Survey. Family businesses appear to be incorporating women into leadership roles at a
rate 4 times higher than non-family firms (Barrett & Moores, 2009).
This papers focus on daughters as successors addresses the lack of research attention
given to a growing demographic. The role of women in family businesses is one of the least-
pursued research topics in the field of study (Sharma, 2004; Wang, 2010). The lack of research
on womens professional participation in the family firm is particularly noted (Dumas, Dupuis,
Richer, & St.-Cyr, 1995; Jimenez, 2009; Sharma, 2004; Sonfield & Lussier, 2005).
A mere five studies focusing exclusively on the experiences of daughter successors were
found for this literature, with none post 2005. In total, only 13 studies were found that gave
explicit and noteworthy attention to daughter succession. The studies were published between
1989 and 2007.
Considering the trend of daughter succession, the literature to date on women in family
businesses presents two problems. One is the tendency for studies to look at women as a group
rather than women in defined roles. The second is the propensity of researchers to document
barriers to womens participation in leadership rather than illuminating elements that contribute
to their success. Successors, regardless of gender, face many challenges (Barrett & Moores, 2009;
Cole, 1997; Dumas, 1989, 1992, Vera & Dean, 2005). A deeper understanding of daughter
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succession is needed given the changing times and the aspiration of the field of family business
studies to help family businesses and business families.
Succession is reported by family businesses as their number one concern (Casillas &
Acedo, 2007; Sharma, 2004; Zahra & Sharma, 2004). Most of what is known about succession
and successors arises from research conducted with men. Barrett and Moores (2009) state there
are potential broad gains to the field of family business studies from focusing exclusively on the
female experience of leadership and succession. Nicholson and Bjornberg of the London
Business School noted that,
Family businesses are creating diversity and a broader set of leadership skills by
including women leaders in the top management teams. The fact that family
businesses do this to a greater extent than nonfamily firms could be because they
have access to talented women through different networks and are not pressurised
by public shareholders to be conventional in terms of board selection. It may also
be a sign that the traditionally invisible influence of women in family firms has
always been there but is now beginning to take a modern shape: as officially
recognised positions of leadership. (Evens 2005, p. 11 in Barrett & Moores, 2009,p. 2)
This research addresses a gap in knowledge by examining an emerging role of daughters
in family businesses: that of the business leader. The research asked: How do daughters take the
lead in their family businesses? What are the relevant issues that characterize the succession
process for daughters, what are the attributes of daughter successors, and what, if any, features
distinguish their leadership style? In individual interviews 14 women told their succession
stories. Their accounts, as suggested in the title of this article, predominately revolved around the
human issues: relationships, motivations, family involvement, and the significant impact of
emotional content.
The qualitative design of this research brings the voices of daughters as family business
leaders to the forefront as they take this critical role. Inquiries that are deeply rooted in qualitative
methods have been called for in family business research, (Astrachan, 2003; Zahra & Sharma,
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2004). The design of this research was deliberately set to allow participants to reflect, and select
content relevant to themselves and their experiences.
When asked the question Please, tell me the story of how you came to take over your
family business? Isabelle quipped, First of all, I was born in the family business. Fiona began
her tale by saying Its been tough. Lane started with I began to work in the business when I
was in grade 8, and Kim began by saying I had no intention of going into the business. The
diversity of these statements, from 4 of the 14 daughter-successors who participated in the study,
foretold the diversity of their experiences. Beyond the multiplicity of the womens circumstances
striking similarities were found in their accounts.
This research provides an alternate view to female invisibility in the family business, and
the practice of primogeniture. It shows skill and commitment overriding gender in successor
selection. The women were intrinsically motivated to take over their family businesses and
owned significant shares in their firms. The findings confirm the centrality of the successor
incumbent relationship and reveal mentoring, frequently by the incumbent, as the principal
vehicle for the transfer of business leadership. Emotional competence emerged as a key successor
quality, apparent when dealing with family related matters, managing the incumbent relationship
and the ambiguities that come with family business succession.
Literature Review
This literature review includes studies on the role of women in family business, and
family business succession, as well as related leadership material from the broader business
context. Material on the study of emotions in the work place is introduced in the findings section
to frame related themes.
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Womens Participation in Family Business
Overall, the research on women in family business seems to divide into two streams: the
first, more populated stream, is the traditional participation of women; the next, less studied
arena, is the professional participation of women in family business.
Traditional Roles of Women in Family Business
The themes of the invisible woman, and the emotional caregiver dominate the literature
on womens traditional participation in the family business. Studies in the late 1980s and
throughout the 1990s found women involved in the daily operations of the family firm did not
receive recognition, in terms of a formal position, salary or status, equal to their contributions
(Cole, 1997; Hollander & Bukowitz, 1990; Salganicoff, 1990b). While the womens
contributions were found to be critical and substantial they were unsupported in the visible
hierarchies of business and family(Galiano & Vinturella, 1995; Lyman, 1988; Nelton, 1998;
Rowe & Hong, 2000), hence the construct of invisibility. Iannanellis (1992) finding that
consultants, families, and the women themselves often contribute to female invisibility by
underestimating womens contributions, illustrates in part, how the phenomena of invisibility is
socially constructed.
The second traditional role, that of the emotional care giver, is captured in the terms chief
trust officer(Poza & Messer, 2001), emotional leadership and chief emotional officer(Lyman,
1988; Salganicoff, 1990b; Ward, 1987). A composite description of this invisible role includes a
combination of conflict mediation, family values perpetuation (Dugan, et al., 2008), and general
communication, support, and confident services (Lyman, Salganicoff, & Hollander, 1985). The
role of the emotional peace keeper is seen as crucial during succession and could be more
difficult to replace than that of the chief executive officer (Jimenez, 2009).
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Professional Participation of Women in Family Business
As previously noted, the number of studies found that comment on parentdaughter
succession is smallonly 13. The research is definitive that women normally took roles of
assistants, informal advisors, or mediators between family members who run the business (Gillis-
Donovan & Moynihan-Bradt, 1990). A modest five studies were found that focus solely on
succession experiences of daughters: Dumas (1989, 1990, 1992), using 1988 U.S. based data,
Curimbaba (2002) with data gathered in South Western Brazil, and Vera and Dean (2005) with
U.S. daughter successors.
The considerable obstacles daughters face to gain organizational power dominate the
findings (Barnes & Kaftan, 1990; Dumas, 1989, 1990, 1992; Nelton, 1998; Vera & Dean, 2005)
These include opposition from family members and senior men in the organization (Dumas,
1992; Rosenblatt, de Mik, Anderson, & Johnson, 1985; Salganicoff, 1990b); the perceived
juxtaposition of daddys little girl (Dumas, 1989, p.37) and company CEO and that the novelty
of a daughter in senior management challenged cultural norms, familial expectations beyond the
learned coping strategies of all involved (Barnes, 1988; Lyman, et al., 1985; Rowe & Hong,
2000).
To a lesser extent, the authors offer strategies to mitigate the challenges. Dumas (1989,
1990) generated advice to daughters and their families related to integrating daughters into the
family business. Themes included being aware of the daughters visibility as potential successor,
finding appropriate modalities of conflict resolution, acknowledging developmental needs,
working out triangulation processes, modifying traditional views of human motivation, and the
need for empowerment. Dumas (1998) and Iannarelli (1992) highlighted the importance of
positive childhood experiences with the business, the womans self-perception, and development
and assessment of her leadership abilities.
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Vera and Dean (2005) show that daughters join the family business to help out, and must
make considerable effort to prove their capability and competence to family and nonfamily
members, workers, and managers. Vera and Dean (2005) updated Dumas (1989, 1990, 1992) in
that they found no role conflict between fathers and daughters, no mother jealousy of daughter
working closely with the father and no sibling rivalry when is came to managing the company.
Both Vera and Dean (2005) and Dumas (1989, 1992) found that women do not aspire to
ownership, rather they come to family business to help the family, especially in a crisis or
because other options are less attractive.
The evidence of women having satisfying careers in family businesses is existent, though
overshadowed by the focus on barriers. However, Cole (1997), Galiano and Vinturella (1995),
Jaffe (1990), and Lyman (1988) all interviewed woman who reported having satisfying careers
in their family businesses and not being held back by gender.
Succession Related Literature
In family business literature succession is considered a long-term process (Barnes &
Hershon, 1989; Cabrera-Surez, 2005; Chrisman, Chua, Sharma, & Yoder, 2009; Handler, 1990)
that refers to the actions and events that lead to the transition of leadership from one family
member to another in family firms (Sharma, Chrisman, Paplo, & Chua, 2001, p. 21). This
section considers literature on successor selection, preparation, and attributes as well as the
successor incumbent relationship.
Successor Selection
Regarding successor candidacy, the recorded history of family firms shows a strong
preference for first-born sons (Hollander & Bukowitz, 1990; Keating & Little, 1997; Salganicoff,
1990a, 1990b; Wang, 2010). Women were rarely considered serious candidates for leadership in
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the family business, except during a crisis or when the founder had no son (Curimbaba, 2002;
Dumas, 1992, 1998; Hollander & Bukowitz, 1990).
There is also evidence that primogeniture may be on the decline (Ayres, 1990; Drozdow,
1989; Kaye, 1992), with successor selection being driven by more objective selection criteria
such as education, technological and managerial skills (Brockhaus, 2004; Chrisman, Chua, &
Sharma, 1998; Salganicoff, 1990b; Vera & Dean, 2005).
Successor Preparation
In the context of the family business, preparation of the successor is seen as sometimes
beginning in childhood through socialization and a positive introduction to the family business
(Grote, 2003; Iannarelli, 1992). Similarly leadership scholars have found evidence that early
childhood experiences are predictors of adult leadership behaviors (Schneider, Paul, White, &
Holcombe, 1999). Towler (2005) found emergent adults, ages 18 to 25, who have secure
relationships (appropriate attachment) with their parents are more likely to display charismatic
leadership qualities while those with psychologically controlling fathers were less likely to be
seen as charismatic leaders.
Gaining experience outside the family business has been recommended as valuable to
successor development (Brockhaus, 2004; Nelton, 1998) as it helps develop confidence, a sense
of identity and creditability (Barnes & Hershon, 1989; Correll, 1989; Vera & Dean, 2005).
Management indicate that mentoring, usually formal, is a widespread and overall positive
component of a successful career, especially for high achieving women, and an effective vehicle
for leadership development (Monserrat, et al., 2009; Tolar, 2012)Boyd, Upton, and Wircenski
(1999), in a study of mentoring in family firms found those who were mentored believed it was
vital to their success (Boyd et al., 1999). Grote (2003) and Lansberg (1999) proposed mentoring
as a family business succession strategy.
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Successor Attributes
Qualities of an effective successor include the capacity to lead, managerial skills, and
competence, and willingness, and commitment to take over the role of business leader (Ibrahim,
Soufani, Poutziouris, & Lam, 2004). Additionally, integrity and commitment (Chrisman, et al.,
1998; Sharma & Rao, 2000), having the trust of family members business (Goldberg &
Wooldridge, 1993; Gomez-Mejia, Nunez-Nickel, & Gutierrez, 2001; Lansberg & Astrachan,
1994) and the capacity to develop relationships within the company, understand the culture and
intricacies of the business (Lansberg & Astrachan, 1994) are considered important.
IncumbentSuccessor Relationship
The incumbentsuccessor relationship is at the heart of all inter-generational successions
(Chrisman, et al., 1998; Dumas, 1990; Lansberg, 1988; Venter, Boshoff, & Maas, 2005). The
quality of that relationship is a critical determinant of the succession (Brockhaus, 2004). A
quality relationship between founder and successor is characterized by a high level of trust,
mutual support, open communications, a willingness to acknowledge each others achievements,
feedback, and mutual learning (Venter, et al., 2005). A smooth succession requires cooperation
between the two (Handler, 1992; Hollander & Elman, 1988).
Methods
This research asked: How do daughters take the lead in their family businesses? What are
the relevant issues that characterize the succession process for daughters, what are the attributes
of daughter successors, and what, if any, features distinguish their leadership style?
Reflective, semi-structured interviews (Roulston, 2010) allowed participants to share, in
their own words, their perceptions and understandings of their experiences that led to their
current positions of leadership in their family businesses. The first interview question asked
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participants to tell the story of their succession. Participants were encouraged to say as much as
they wanted before probing questions were asked (see Appendix A).
Participants, daughters who had assumed the leadership of their family business within
the previous 10 years were recruited through a convenient professional network and family
business associations. This resulted in 12 participants from Canada and 2 from Scotland. One-on-
one interviews lasting 45 and 90 minutes were conducted between February 2010 and February
2011. Personal and business background information was collected (see Appendix B), and post
interview contact included follow-up regarding participant after thoughts, and verification of
transcripts, case time lines and individual vignettes.
By design, all participants in this study were female, by happenstance all took over from
incumbent fathers. Assumptions about gender underlying the treatment of data this study are
located within three concepts. The first is of social feminism, which espouses the value of
exploring the female experience in its own right, without seeking comparison with an assumed
norm (Barrett & Moores, 2009). The second is postmodern feminism that cautions against
polarizing behavior as gender specific (Cole, 1997)hence, the findings are not automatically
assumed to be gender specific. The third is gender-organization-system theory (Fagenson, 1990)
that encourages looking at the many contextual levels that can potentially impact experience and
behavior.
Data Analysis
The qualitative paradigm of research as fundamentally interpretative (Creswell, 2003).
Qualitative analysis typically involves both inductive and deductive reasoning, given that
researchers generate findings through close examination of data and consider multiple theoretical
explanations in search of the most plausible explanation (Roulston 2010, p.150) for
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phenomenon that occur in the data. Analytical methods employed in this study allow for both
theory generation and theory linking.
The primary direction for treatment of the data is thematic analysis, as conceptualized by
Roulston (2010).This creative process required multiple reexaminations of the data to develop
ideas into assertions that were supported by the data. The data analysis was driven by the content
of the transcripts and took into account all related utterances. The experiences of study
participants were analyzed individually and collectively. The detailed steps of the data analysis
are outlined in Table 1, Data Analysis.
Insert Table 1
For the purposes of this study, the definition of family business that determined inclusion
was modeled on Rosenblatt et al. (1985) and Venter et al. (2005): A family business is one
owned by members of the same family to shape and/or pursue the formal or implicit vision of the
business, with decisions about future direction of the business influenced by the family, family
members being employed and actively participating in the management or governance of the
business, and the business leadership position has passed, or is in the process of passing from one
generation to the next.
Findings
While details and time frames varied greatly from one participant to the next, there were
striking thematic similarities among the participants and their experiences. The key themes of
successor participation in the business, incumbent successor relationship, and successor attributes
are discussed in this paper.
Participation in the Family Business
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A composite story of the successors participation in the business is depicted in Figure 1,
Evolution of Successor Participation.
Figure 1. Evolution of Successor Participation
The evolution of the daughters participation in the family business could be traced from
early life developmental experiences. All of the participants whose families were in businesses
during the womens at-home years, recalled positive memories of the family business and placed
the existence of the business as a central aspect of family life. Many recounted fond memories of
time with father in the business. Catherine, My father used to have [an advisory board] and
brought us in, all the kids once in a while, just to listen in when we were younger. Two of the
daughters were groomed from childhood to take over the family business. Isabelle was one of
them: As a little girl [my father and I] spent quality time together in the business. He would
often bring me to work. [Our product] became part of my world.
Despite the centrality of the business to family life, and the easy access to summer work,
most of the participants, said they had not considered the family business as a career or life path.
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Nor were they encouraged towards the business. This reflects previous research findings
(Hollander & Bukowitz, 1990; Wang, 2010). Sals experience was typical: Business wasnt
really something that I had even considered [after university] and there certainly werent any
discussions with my family in terms of, we need you or want you to come back. It was all left to
me and my pursuits and whatever I was interested in they would support.
All of the successors completed undergraduate degrees immediately after high school.
Most left the confines of the family to work and settle elsewhere. Many of the women travelled
abroad after university: Lane: I backpacked around Asia alone. I dont know how my mother
took it. Five of the women settled in other regions or countries.
Thematically, circumstances surrounding the daughters entry into the business often
revolved around incumbent circumstances, business needs, and daughter availability. Most
participants indicated they joined the family business on a trial or temporary basis. Also
reflecting previous research findings (Dumas, 1989; Iannarelli, 1992; Salganicoff, 1990b)
The details varied greatly from one situation to the next. Clare, for example said, I joined
to help out part time. I ended up helping a lot with other areas. Sal had returned to her
hometown after the dissolution of her marriage. Her father offered her a job in the family
business. Katie indicated, the summer after university I said Id help my dad out I never
intended to stay. Mos desire for a career change coincided with her fathers illness and his need
to leave the business.
The impetus to join the business sometimes came from the daughter, other times it was
incumbent initiated. Before joining the business many of the women had conversations with their
incumbent fathers about having a trial period to determine fit and then, potentially, staying on or
taking over the business.
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The period of time named determination of fit varied widely from one participant to the
next. However, during this period the women discovered they had affinity for the business: they
liked the work, and the people. All of the participants were passionate about their businesses.
Catherine commented, I love our company. I love what we do. Sal stated: I found I liked it
and stayed. Fionas declaration I love this business I cant see myself doing anything else.
reflected the sentiments of many. The alignment between individual and organization was
consistent in the successor accounts.
The time frame from entering the family business to the point of commitment and the
commencement of most successions varied. The point of commitment was explicit, setting a
succession process into motion. Again sometimes the successions were incumbent initiated, as
with Clare: Basically he liked what I was doing and said, Would you be interested in taking
over the company? Other times the successors pushed the issue or took circumstances into their
own hands. This was the case with Kim: I was lobbying hard [for changes], and with Fiona: I
knew I had to step up and take charge.
The SuccessorIncumbent Relationship
Many of the interviews revolved around the incumbentsuccessor relationship. Most, not
all, of the relationships were described as close. All the women reported holding their incumbent
fathers in high regard expressing admiration for his abilities, accomplishments, and values.
Incumbents were perceived as dedicated to the business and having superior business acumen.
For example Katie: I was so impressed with Dad and really respect him as a businessman. Hes
so ethical.
Roles were clearly defined while working together. For example Rita: He was always in
charge of the finances. My baby was the day-to-day running of the business. And Katie: We
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always conversed about each project we were working on. We figured out quite quicklyyou
look after that end and Ill take this end.
Over the course of the succession, daughters and fathers often encountered challenges,
disagreements and conflict. The successors depicted a preference for open, honest
communications. Other notable characteristics of the successorincumbent relationship were
shared values towards the business and family, and accommodation for differences in
management style. Clare: To carry on in his footsteps was important, but also to have him
realize that I have a totally different style, but have the same goals. Ingrid: I think generally we
share the same values but we go about business very differently.
A high degree of satisfaction from working in the business, high regard for the health of
the business and the desire to pass a healthy business entity to leadership within the family were
often perceived by the successors as common ground between themselves and their incumbent
fathers. Isabelle observed that: Were on the same page because ultimately our goal is to make
the company better.
Figure 2, SuccessorIncumbent Relationship conceptualizes the successor incumbent
relationship as having three components: the successor who had a passion for the business and
relevant skills and abilities, the incumbent who wanted the business to stay in the family hands,
and was often still reluctant to let go, and the intangible ingredient of shared values regarding
commitment to the business and the family.
Together, these components result in a solid working relationship between successor and
incumbent. Clear roles, trust, mutual respect and accommodation for each others styles and life
stage were characteristic of the relationship.
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Figure 2. SuccessorIncumbent Relationship
Most participants referred directly to their incumbent fathers as mentor or role model
and their greatest support. However, the tenor of the relationships was spirited and not always
smooth, most had their rough spots and a few were down right difficult. Mo and Fiona described
the extremes of harmony and turbulence in the successorincumbent relationship. Mos
relationship with her father was close throughout her life and succession: I am very, very, very,
close to my father. I considered [succeeding him] an opportunity to learn from the best. Fiona,
while she respected her father, had a turbulent relationship with him: theres been a fair
amount of butting heads.
Annes description of the scope of the relationship reflects the experience of many
participants:
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He was a great mentor. I was able to talk to him more on a personal level There was a
lot more [to our conversations] than what we did in revenues last week. There was that
too, but it was a little bit more it was a different relationship.
The tenor of the successor-incumbent relationship often mirrored the participants felt
experience of the succession. This was especially true for participants who described extremes of
harmony or discord. For example, Katie who described her relationship with father-incumbent as
were in the same head space experienced the succession as It just sort of happened and it was
easy, gradual. At the extreme of difficult successions, Lane, who described her father as either
unwilling or unable to enunciate,described her succession as a bit of mental torture. The
majority of successorincumbent relationships, and the successions, were characterized as
challenging or demanding as the pair transferred the leadership of the business. Drews example
is typical of the midrange discord between successor and incumbent:
We used to clash a bit. . His management skills are very different than mine and I
would challenge him about the way to manage people. We had our differences for a
number of years working together. Once he actually retired, he and I get along absolutely
brilliantly. I can approach him if Ive got a problem. Any real conflict I had with my Dad
was in the early days
Successor Attributes.
The findings indicate the womens journey to leadership relied on having the right skills
and the education to manage and lead their family firms. Isabelles experience was typical: My
father chose me for CEO because I bring more skills and I am better educated. Kim was chosen
over her older brothers based on her abilities, the [advisor] said, I think Kim should be your
successor, she has the skill set.
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A pattern of self-awareness and insightful and delicate handling of the human side of
events was remarkable throughout the data. Efforts to understand and frame this finding led to
literature on emotions and caring in organizational settings and the assertion of emotional
intelligence (EI) as a successor attribute. The section below begins with a brief review of related
literature and concludes with presentation of the data supporting the emergence of emotional
competence in the data.
Research on emotion in organizational behavior has developed into a major field over the
past 15 years (Ashkanasy & Humphrey, 2011). Among other elements the research field includes
the discourse on forms of care as a managerial strategy and emotional intelligence in leadership,
an area where considerable research has been done in the last decade (Ashkanasy & Humphrey,
2011).
Mayer and Salovey (1997) defined emotional intelligence (EI) in terms of four basic
abilities: (a) ability to perceive emotions in self and others; (b) ability to assimilate the
information in cognitive functioning; (c) ability to understand the role of emotions; and (d) ability
to use and to manage emotions in decision-making. Goleman (1998) identified on-the-job
behaviors of emotional competence, which he defined as a learned capability based on
emotional intelligence (p. 24). Emotional intelligence has five elements of emotional
competence: three personal- self-awareness, self-regulation and motivation and two social,
empathy and social skills or adeptness in relationships (Goleman 1998).
Fambrough and Kaye (2008) provide a robust critique of EI as a strategy for leadership
development by examining differences in approaches to measuring EI and assessing its
connection to and usefulness for leadership effectiveness and job performance. The authors
advise caution in the use of EI for leadership development. However, they conclude that leaders
who have a discriminating understanding of their own emotions and the ability to express
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emotions in nonthreatening ways, have an advantage. Thought specific measures of EI vary, EI is
considered a scientifically legitimate intelligence best studied with ability measures of
perceiving, assimilating, understanding and managing emotions (Mayer, Caruso, & Salovey,
2000).
The reference to emotional content in the successor accounts is outstanding. While the
successors acknowledged operational issues, most of the interviews revolved around
interpersonal relationship issues and the feeling aspects of personal adjustments. Attention to the
technicalities of the job was secondary and often scant. Technical competence was a given, the
spotlight was on handling human dynamics. It has been found that emotionally intelligent leaders
pay greater attention to the interpersonal aspects of organizational life as opposed to the technical
(Condren, Martin, & Hutchinson, 2006). Further, measures of emotional intelligence correlate
with self-reported empathy, which involves a view of one-self as emotionally responsive and
concerned about the feelings of others (Mayer et al, 2000 p. 293).
EI provides a best-fit interpretation given the successor accounts. Selected examples of
emotional competence evidenced in this study are presented in Table 2. For illustrative purposed
the examples are categorized using Golemans (1998) interpretation of emotional competencies,
however, individual examples often apply to more than one category.
Insert Table 2
Conclusions
This research updates, challenges, and deepens some of the conventional thinking around
daughters participation in family businesses. If the research field is to remain close to its
intention of helping family businesses, making advances visible and providing alternate
interpretations of surface behaviors is critical. At the macro level this research points to a shifting
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landscape in womens roles in family businesses. The vibrant daughter successor is a stark
contrast to the attribution of female invisibility in the family business.
This study contributes to the discourse on the visibility of daughters as successors by
raising several points. Many of the participants had explicit discussions and intentions regarding
the possibility of succession prior to entering the company on a full time basis. This finding
indicates the recognition of the leadership potential of daughtersby both the incumbent and the
daughter herselfcountering the well-established theme of the invisible heir. In cases where sons
worked in the business, either alongside of or prior to the daughters arrival, it appeared that the
presence of the son had not stimulated succession discussions or activities. The questions arise:
was the son any more visible as a successor? What role does across-the-board reluctance of the
incumbent to let go play in the phenomena of daughter invisibility?
The findings indicate the womens journey to leadership relied on having the right skills
and education to manage and lead their family firms. Many had brothers who had worked or were
currently working in the business. Invisibility is a potent construct. The broad issue of female
visibility in business environments is complex and multilayered. The findings in this research
suggest the need to keep examining the issue from multiple perspectives, including social and
cultural trends. This study is a reminder that the construct of invisibility is not stable and self-
existing; rather it is co-constructed at a moment in time.
At the micro level, the findings update and extend existing research literature about
women in family business in the areas of ownership, motivation, and use of power. This study
updates the notion that women do not participate in ownership (Dumas, 1989, 1992; Vera &
Dean, 2005) of the family business, with the finding that all but one participant owned all or
significant shares of the businesses.
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The womens motivation for participation in the firm changed after joining the business:
from helping out (Jimenez, 2009) to being intrinsically inspired to lead the business. This
evolution in motivation acknowledges the progression from keeper of the kings gold (Dumas,
1989) to spinner of ones own gold, and the development of the CEO within the daughter.
This study contributes to understanding women and power by examining situations in
which women exercise their power. The women tended to work collaboratively, with
transparency and a sense of fairness. Under these circumstances, they appeared to have no
difficulty in exercising their power, whether or not it was supported with an official position.
Many previous findings about succession and successor qualities, from research with
mostly male successors, are confirmed in this study (see Table 2). This shows the demands and
requirements for successfully passing the leadership of the family firm from one generation to the
next are perceived and responded to in a similar manner by both sexes. As reflected by the
gender-neutral succession language commonly used in the field, it appears that regardless of the
successors gender, the basic lay-of-the-land of the succession process is the same.
Insert T2
Previous findings of trustworthiness and integrity as successor qualities (Chrisman, et al.,
1998; Sharma & Rao, 2000), and collaboration between incumbent and successor as critical
during succession (Chrisman, et al., 1998; Dumas, 1990; Lansberg, 1988; Venter, et al., 2005)
arguably fall within the theoretical lens of emotional intelligence. However, in this study
accounts relating to emotional content were outstanding, leading to the assertion of emotional
intelligence as a successor quality. This could suggest the traditionally identified roles of women
in family business; those of emotional caregiver, peacekeeper, and purveyor of family values are
combined with concern for the business, as the daughters ascend to leadership. It could also
suggest a gender difference favoring a womans ability to recognize, articulate, and handle
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emotions. Mayer (2000) found women are somewhat better at emotional intelligence than men
and Rosenthal et al, (1979) found women are slightly better at perceiving emotion through tests
of nonverbal perception.
This studys finding of the fathers mentoring support of their successor daughters
inadvertently contributes to literature that examines the modification of traditional gender roles
and the role men play among women who seek to change their status. The finding adds evidence
to the role of the patriarch as ally in feminist pursuits (Weiner-Levy, 2011) and contributes to the
discourse on the mechanisms of social change.
Limitations and Indications for Further Research
This research is based on a single perspective, that of the successor. The accounts may
include elements of performance, that is, selection of content based on the audience and the
participants desired results. Further, this research indicates the need for more research attention
to daughter successors as a group. The high number of mentoring relationships between daughter
successors and their incumbent fathers warrants future research attention to mentoring as a
succession strategy. The close and positive father daughter relationship suggests attachment
theory could be examined in the context of successor development. This research indicates the
management of emotions in organizational life as an area ripe for investigation in family
businesses. Finally, further investigation into emotional intelligence as a successor quality is
required.
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APPENDIX A
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The interview questions:
a. Please tell me the story of how you came to take over the leadership of yourfamily business.
Related probes:
i. What aspects of your leadership transition were most critical?ii. What aspects of the succession do you think are unique to your situation,
for example influenced by your family heritage, family values or type of
business?
iii. What was the most difficult part of the succession for you?iv. What/who helped or supported you?
b. Can you identify a beginning and end to the leadership succession?Related probes:
i. Were there any pivotal events around communications, transfer of power,relationships, etc.?
ii. Was there conflict at any particular point?iii. Would you discuss your interactions with family members?iv. Would you discuss your interactions with business members?
c. What advice would you have for a daughter considering assuming the leadershipof her family business?
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APPENDIX B
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Appendix C
Code Name #
Quotes
Brief Description
Advice 38 Succession advice to those entering the process, in particular daughters
ApproachIncumbent
66 Perceptions on incumbent's stance re holding on, letting go or gone; endrole; preferences re successor and stance re mentor or adversary
Approach
Successor
82 Stance towards business, self in business and relationship with incumbent,
self report style
Conflict 33 Situations beyond challenge
Entry- Reason forJoining
17 Personal life space and/or business situation that factored into reason forjoining the family business
Entry: situation onentry
13 Initial steps as a full time employee, through the first few months or years.This includes expectations re succession (if any) upon entry, whether ajob was created or vacant, reactions from family, co-workers etc.
Family - Siblingsin Business
77 Comments regarding siblings working in the family business day-to-day,either past or present
Family Cultural,Background &Values
27 Accounts of family life
Family/BusinessParadox
60 Day-to-day examples when simultaneous membership in family andbusiness systems creates conflicting demands and emotions.
Family/businessrelationships
95 Examples of negotiating/managing the family/business boundary and itsimpact on relationships
Key Triad 66 References to any combination of successor/business/incumbentrelationship
Most difficult 25 Elements identified as difficult about succession or working in FB ingeneral
Nature ofsuccession
40 Statements describing succession, including felt experience.
On being Female 19 Perceptions of the impact of gender re the business
On Working inFB
22 Felt experience of working in a family business
Pre Entry: early
socialization
14 Early memories and feelings related to the family business. Indicates a
stance or attitude towards the FB formed in or held from childhood andadolescence (0-17 years approx.)
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Pre entry: lifeplan
14 Plans/aspirations to enter &/or lead the family business or not, prior tocommencing the early adult transition or as part of first adult life structure
Pre entry: work
prior
9 Work prior
Prodigal Daughter 2 Identifies participants who left home with no intension of returning
Relationship:Successor,
Incumbent,Business
67 Styles re management, closeness, relationship qualities, managing thefamily/business boundary
Role of Mother 24 References to relationship, communication with Mother
SuccessionProcess: Start
29 Time frames and, or events around start of the process including whoinitiates and drives the process
SuccessionProcess: General
67 Overview statements including time lines, formality, felt experience
SuccessionProcess: PivotalEvents
51 Identifiable turning points in the succession process occurring in either thefamily or the business system
Succession "plan" 32 Approach (formal, informal), activities undertaken, use of outside
advisors etc
SuccessorDevelopment
23 Specific training or on the job activities undertaken by the successor toprepare for leading the business
Successor: on self 43 Self-descriptions: self as leader, stance re business, self in business andtowards the incumbent
Supports/Advisors 49 Helpful people and structures
Work
Relationships
42 Relationships with employees, customers or suppliers etc
Work/life Balance 15 Comments on own work/life balance
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Appendix D
Example of Code Grouping (Early Schema)
Family Group Name Data Included for the following codes
Successor Pre-Entry Early socialization toward business
Work Prior
Life plans re career
Prodigal Daughter
Life space at joining
Successor in Business Entry- Reason for joining
Situation on entry
Successor approachStance toward the situation
Stance toward the business
Work Relationships
SuccessorIncumbent
Relationship
Approach Successor
Approach Incumbent
Relationship with Incumbent
Family Business Paradox
Family/Business Relationships
Successor Development Supports and Advisors
Key Triad
Successor Incumbent RelationshipSuccessor On self Successor Approach
On being Female
On working in Family Business
Work Life Balance
Succession Nature of
Key Triad
Planning
General comments
Pivotal events
Conflict
Most Difficult
Supports/Advisors
Family Business Paradox
Family Culture, Background and Values
Relationship to Business
Siblings in Business
Role of Mother
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Table 1
Data Analysis
Data treatment Process Details
Step 1
Initial Coding Listened to each interview one to two times Read transcripts through one to two times Noted like utterances, phrases, and words to develop broad codes
Topics began to emerge.
Step 2
Data Categorization:
Succession Time
Lines
Organized each succession story in step-by-step chronology Included dates, matched with significant events, thoughts, and/or
feelings
This enabled close analysis of each intact succession story
Step 3
Data Categorization:
Salient Elements
Recorded each participants experience on 10 elements that hademerged as commonalities in the data early life experiences,
other business experience, education, tailored training, family
dynamics, use of advisors, business conditions, relationship with
the incumbent, use of emotional intelligence and feelings towards
the business
This microanalysis enabled specific statements to be made with
confidence and became a building block for the categorization of
succession experiences.
Step 4
Electronic Coding Code data in Atlas.ti Added, split, and combined codes (see Appendix C) Began arranging code families and high-level themes. (see
Appendix D)
This step allowed for theory and schema testing.
Step 5
Thematic
Representation
Description, analysis and interpretation of data were utilized to inconstructing themes.
Trustworthiness supported by triangulation between time lines,elements and codes
The end result of the thematic analysis of the data is an emergent schema
that is connected to existing theory and knowledge at various junctures.
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Table 2
Examples of Emotional Competence
Personal Competence
Self Awareness includes recognizing ones emotions, knowing ones capabilities and having a
strong sense of self-confidence
Fiona: Im up for a good scrap every once in a while, a good challenge.
Kim, upon entering the business:
When I got into it I realized why they were having so many problems, there were just
so many things to be done. I started taking a little bit of control. The hierarchy was
[each of my two brothers were running a company and my dad was above them] Iwas coming in as a marketing manager. I definitely didnt have any autonomy at the
time. We were missing lots of financial reporting and we were missing a skill set
that most businesses would have at that senior level. I went to my dad and said, You
know, I think you need to have outside help. I think you should hire an outside CEO
and put an end to the bleeding, or youre going to be bankrupt soon. It took a lot of
convincing.
Mo, on her role in the business:
When I took over the business there were very few systems. The business went from
quite small to, for a small business, relatively large in a relatively short period of time
[Dad and my brother] were not really capable of developing a system. I came inand spent years just developing systems.
Self-RegulationIncludes self-control, operating with honesty and integrity, being flexible with changes or delays
and taking responsibility for your personal performance.
Drew, regarding the long succession process: We all needed time to adjust.
Isabelle on fairness:
I think they realize that I am a very fair person and treat everybody with the utmost
respect. I dont do things in my own self-interest, and they realize that. Dad realizedthat and Mum realized that, because I look at the family as a family unit.
Kim, when negotiating for majority shareholdings over her brother: He was my brother and I loved
him but I knew I would be doing the bulk of the work and wouldnt be satisfied with a 50/50
split.
Lane on dealing with her aging father:
His tolerance for risk is not as high as mine so its been a bit of a slog. youre
making progress and then the brakes get put on a bit. I just keep working through and
thinking about [the goal]. So, Im starting to make some of those changes. Icouldnt make a change to the Board of Directors without his approval, but he didnt
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say I couldnt start an advisory board which is what I wanted anyway which I did and
thats been great.
MotivationIncludes striving for improvement or excellence, and being persistent
Fiona: I saw we needed to change how we were doing business. I realized I had to step up, make
changes, and take charge.
Lane:
I saw things I wasnt comfortable with. I felt that I had what it took to run the business
and Im stubborn, Im competitive. I want to do things well. I thought, well, one day Ill
make queen and this is what Id like to do. Now I have the opportunity to do some of thosethings. Its gratifying and Im learning a lot.
Rita: Im quite determined, Im quite focused, I know what I want and what Ive got to achieve.
Youve got to be very resilient. Im quite good when things go wrong.
Social Competence
EmpathyIncludes actively understanding and taking an interest in others, having a service orientation, and
reading group emotional currents.
Fiona had worked alongside her father for 17 years before succession began; she described herfathers reluctance and her response.
It has been difficult for him because he feels I am taking the company from him, even though that
was the general intent... I understand his frustrations [at not wanting to let go] I dont take it
personally. I try to be very conscientious and aware that he still needs to feel that he is needed here.
Lane, while frustrated with lack of movement on a succession plan, could understand her fathers
position:
I cant speak directly for my father, but I would suspect that part of it has to do with
mortality issues. Hed had the job since he was 27 and now hes 83. He doesnt have
any hobbies, doesnt really have a lot of friends who are alive anymore and hes
really a very shy gentleman. He took over when his father died, for him succession
means death.
Drews understanding of her father: I understand why he was so hard on me [in the beginning] he
wanted me to really know this business. Regarding his reluctance to let go: I think, having
worked in the business and it having taken up so much of his time over all of those years, he wasnt
sure what else he would do then.
Clare on establishing her credentials, saw the benefits to the business as well as herself:
For me it was important that everyone who worked with us feel that I deserved to get
this job. It was important to me that I earn it and that it not just be handed to me. Sofor the succession to work I think the way that we dragged it out for as long as we did
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was important to build peoples confidence in my ability to lead.
Social SkillsInclude the ability to induce desired responses in others, open communications, conflict
management and collaboration on shared goals.
Ingrid on communications and conflict resolution
Id make a decision and then hed change it, or give an indication that it wasnt that
way or make decisions without me. I was like, whoah, Im now a part of the
company. Ive now bought into this company. You cant disregard what I think. I go
and talk to him directly, right away usually. I dont like to wait on it. I go, I talk, we
close the door, and we get it out. I let him know how I feel and, then hell either have
the self-realization and understand, most of the time thats the case, sometimes hell[say] youre overreacting or whatever. So, we try to talk it through.
Clare eased tensions between her father and brother: My father was pulling his hair out, what are
we going to do with your brother? I became a sort of coach to my father and brother.
Kim, on relations with her brother:
We talked every day, at least at the end of the day for half an hour and Id tell him
about things and decisions that needed to be made. [And ask] What do you think?
Are you in agreement? We didnt have any kind of actual arrangement together that
we had to agree all the time, but I tried to, with collaboration, I wanted him to feel
part of it.
Isabelle, on dealing with a traditionally thinking uncle in the business:
Hes posed some challenges for me over the years. Because even though he respects
what I say and I do, he has a hard time with it because Im a woman. So, Ive
learned to deal with it differently than I would of in the past. In the past I would
have approached him directly, now sometimes I use my brothers to approach him.
So it makes it easier.
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Table 3
Confirmation of Previous Research
Previous findings about succession confirmed thematically: Successorincumbent relationship is a key determinant in succession (Brockhaus,
2004; Handler, 1990; Hollander & Elman, 1988)
Incumbents have difficulty letting go (Kets de Vries, 1985; Lansberg, 1988) Successor qualities include relevant skills and abilities, availability, and
commitment to the business (Ibrahim, et al., 2004; Venter, et al., 2005)
Successor development can begin in childhood (Grote, 2003; Iannarelli, 1992) Positive introduction to the business in childhood bodes well for a career in family
business (Iannarelli, 1992)
Importance of developing relationships within the business, and understanding itsculture and operations (Lansberg & Astrachan, 1994)
Mentoring is beneficial for successor development (Boyd, et al., 1999)