Abstract
Purpose: The purpose of this study is to test the role of familiness-related team forces induced by the CEO of family firms. In particular, we report on the effects of the transformational leadership style of CEOs on their respective top-management team (TMT) and firm performance when viewed through a familiness lens. Design/methodology/approach: Survey measures were taken from a snowballed sample of 72 CEOs of German family firms as well as from 245 members of their TMTs. We tested the aggregated firm-level data with objective performance indicators of the firms they led. Findings: Support was obtained for the three hypothesized team-force mediations and the four-path mediation model. The relationship between CEO’s transformational style and high family-firm performance is found to be serially mediated by TMT cohesion, behavioral integration and efficacy. Together, these three types of collective forces are assumed to be the familiness effect of a family-member CEO with a transformational leadership style. Originality/value: With our model, we quantitatively tested familiness-type forces vis-à-vis firm performance. Theoretical and practical implications of these findings are discussed.
| Original language | English |
|---|---|
| Pages (from-to) | 992-1010 |
| Number of pages | 19 |
| Journal | Leadership and Organization Development Journal |
| Volume | 45 |
| Issue number | 6 |
| DOIs | |
| Publication status | Published - 24 Jul 2024 |
Keywords
- n/a OA procedure
- CEO transformational leadership style
- Cohesion
- Efficacy
- Family firms
- Top-management team (TMT)
- Behavioral integration
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