Leaders Of Family Businesses And Their Team Roles

Kód výsledku v 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>

Výsledek na webu

<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>

Jazyk výsledku

angličtina

Název v původním jazyce

Leaders Of Family Businesses And Their Team Roles

Popis výsledku v původním jazyce

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.

Název v anglickém jazyce

Leaders Of Family Businesses And Their Team Roles

Popis výsledku anglicky

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.

Druh

J_imp - Článek v periodiku v databázi Web of Science

CEP obor

—

OECD FORD obor

50204 - Business and management

Projekt

—

Návaznosti

I - Institucionalni podpora na dlouhodoby koncepcni rozvoj vyzkumne organizace

Rok uplatnění

2024

Kód důvěrnosti údajů

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

Název periodika

Central European Business Review>

ISSN

1805-4854

e-ISSN

—

Svazek periodika

14

Číslo periodika v rámci svazku

2

Stát vydavatele periodika

CZ - Česká republika

Počet stran výsledku

20

Strana od-do

119-137

Kód UT WoS článku

001500770500006

EID výsledku v databázi Scopus

2-s2.0-105008825800