Factors that are important in developing next-generation leadership talent
Leaders from different generations in a family business don’t have to see eye-to-eye on politics, social values or other matters to share a vision of success for the familybusiness.
Creating that shared vision makes it more likely that the next generation of family leaders will develop the skills they need to help the family business survive the transition from one generation to the next.
Those are some of the findings in new quantitative research by Steve Miller, a strategy and entrepreneurship professor and co-founder of the Family Enterprise Center at UNC Kenan-Flagler. He surveyed hundreds of family business leaders to discover factors important in developing next-generation leadership talent.
Miller writes about some of his research findings in “Next-Generation Leadership Development in Family Businesses: The Critical Roles of Shared Vision and Family Climate” in Frontiers in Psychology. He examines the central role of shared vision for the family enterprise in fostering next-generation leadership effectiveness and engagement with their work in the family firm. He also identifies factors that contribute to the development of a shared vision.
The vast majority of businesses around the world and in the U.S. are family businesses. They employ more than three-quarters of the global workforce and generate half of the gross domestic product in the U.S.
However, family businesses – companies in which members of the business owning family have a significant impact on the strategy and operation of the firm – have a poor track record when it comes to surviving through multiple generations of family ownership. Only about 30 percent of family businesses survive from the first generation to the second, about 12 percent from the second generation to the third, and just 4 percent beyond the third generation.
“Lack of a shared vision among family owners is one of the top reasons they fail to survive,” Miller says. “Another reason is weak next-generation leadership.”
Miller’s research revealed a strong relationship between these two key survival factors, as shared vision turned out to be one of several factors that contribute to the effectiveness of next-generation leaders.
Other keys to effective next-generation leadership include:
[This article has been reproduced with permission from research from the UNC Kenan-Flagler Business School: http://www.kenan-flagler.unc.edu/]