Leaders Of Family Businesses And Their Team Roles

Result code in IS VaVaI

<a href="https://www.isvavai.cz/riv?ss=detail&h=RIV%2F46747885%3A24310%2F24%3A00012532" target="_blank" >RIV/46747885:24310/24:00012532 - isvavai.cz</a>

Result on the web

<a href="https://doi.org/10.18267/j.cebr.384" target="_blank" >https://doi.org/10.18267/j.cebr.384</a>

DOI - Digital Object Identifier

<a href="http://dx.doi.org/10.18267/j.cebr.384" target="_blank" >10.18267/j.cebr.384</a>

Result language

angličtina

Original language name

Leaders Of Family Businesses And Their Team Roles

Original language description

Leadership in family businesses has unique characteristics due to the special culture that family business carries, such as the special family bonds that the leader has with the team, the strong influence of the leader on the ‘family’ team and the high level of dependence of the whole family on the business success. These traits should be reflected in the leader´s approach towards team work. This research paper aims to identify these traits, more specifically, using the Belbin Team Roles methodology, to identify which team roles are the most typical of family business leaders and which team roles are rather rare or insignificantly represented. The Belbin Full Individual Report questionnaire was utilized, which compares self-evaluations with 360-degree feedback from four team members. Nine leaders of family businesses from the Czech Republic were analysed, and the results were subjected to a deeper statistical study with interesting findings. One of the main merits of this paper is the identification of the team roles Shaper, Coordinator and Resource Investigator to be typical for family business leaders with team role Team Worker and Specialist being represented the least, which differs from the typical characteristics of a start-up leader, yet an even deeper analysis with other results was carried out. Implications for Central European audience: This study‘s implications for Central European family businesses reveals that leaders typically occupy team roles such as Shaper, Coordinator, and Resource Investigator. The low inclination towards Team Worker and Specialist roles suggests a reliance on complementary team members to fill these gaps. These findings can inform leadership development and succession planning, highlighting the need for balanced team compositions. Also, these findings contribute to the theoretical understanding of how leadership roles are distributed and function within family businesses, providing a framework for future research on team dynamics, complementary team roles of other members and leadership effectiveness in this context.

Czech name

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Czech description

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Type

J_imp - Article in a specialist periodical, which is included in the Web of Science database

CEP classification

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OECD FORD branch

50204 - Business and management

Project

—

Continuities

I - Institucionalni podpora na dlouhodoby koncepcni rozvoj vyzkumne organizace

Publication year

2024

Confidentiality

S - Úplné a pravdivé údaje o projektu nepodléhají ochraně podle zvláštních právních předpisů

Name of the periodical

Central European Business Review>

ISSN

1805-4854

e-ISSN

—

Volume of the periodical

14

Issue of the periodical within the volume

2

Country of publishing house

CZ - CZECH REPUBLIC

Number of pages

20

Pages from-to

119-137

UT code for WoS article

001500770500006

EID of the result in the Scopus database

2-s2.0-105008825800