There are many different factors that influence the way people behave and lead in a family. Some of these factors are relationship, trust, and tradition. Let’s look at each one. If you want to improve your own behavior and lead a team better, you need to examine yourself first. Think about what behaviors serve you well and which ones do not. This will help you determine which behaviors to avoid or change. In addition, you can ask trusted family and friends for feedback.
Relationships
In family businesses, relationships between key stakeholders shape the environment of the business and the experience of the next generation. According to the leader-member exchange theory (LMX), quality relationships are crucial to the development of leadership in family businesses. Research suggests that high-quality relationships lead to better leadership development and higher levels of bonding. There are several factors that affect the development of family leaders. Here are three of them: (1) The quality of the relationship between next-generation leaders and their elders; (2) the quality of mentoring and early affiliation with the business.
The Circumplex Model of family system functioning highlights three important dimensions: cohesion (emotional bonding), flexibility (relationship rules and dynamics), and communication. Good communication strengthens cohesion and flexibility and helps families cope with the demands of both situation and development. Hence, family leaders must strive to build good communication with their teams.
Traditions
Traditions shape family leadership in a variety of ways. Some traditions are more formal, such as celebrations and ceremonies, but others are more informal, such as certain ways to behave. These ways of acting are usually the result of “that’s how we’ve always done it.” For example, a family foundation without a private office will often hold meetings at the home of one of the family elders. Or, a family with a strong tradition of vesting authority in men will set up a hierarchy in the family foundation.
Traditions are an essential part of a family’s identity, as they encourage family members to bond and foster a sense of belonging. They also foster personal pride and promote a sense of community. Families who share certain values and traditions are also more likely to have healthy relationships and stronger family ties.
Family foundations, like any other type of foundation, have their own organizational cultures. The foundation’s focus is shaped by its founders’ values and norms, and how it governs itself is determined by the family’s members. The culture also guides conflict resolution and the expression of emotions. In this chapter, we will explore four important cultural attributes of family foundations and how they influence the governance of a family.
Changing the cultural patterns of a family business can be challenging, but the benefits of doing so are significant. Family business cultures are shaped by generations of family members and can contribute to or hinder success. If your family is determined to change the culture of the business, the leaders must make a commitment to change it.
Organizational culture
Organizational culture can have a profound impact on the leadership style of an individual. Traditional leadership styles tend to be hierarchical and top-down, while emerging organizations emphasize values such as transparency and egalitarianism. Moreover, the culture of an organization may also influence how individuals lead their lives and how they interact with one another.
Organizational culture also affects family firms. Its characterization varies widely depending on the degree of family involvement in a company. In general, family firms have different interests, behaviors, incentives, and goals. However, these differences will not be present in every family firm. The level of involvement of the family in a business will have a profound effect on the cultural configuration.
An organizational culture is an expression of the values, beliefs, and practices that determine how a group behaves. This culture can be determined by the company’s core activities, its market, or its technology. Once defined, organizational cultures must be integrated and adhered to. Researchers from the University of Michigan have identified four types of organizational culture.
Organizational culture influences all aspects of an organization. It influences its objectives and goals, and it can also affect the way the organization handles change. Edgar H. Schein has defined organizational culture as a complex set of values and beliefs that differentiate a company from others.
Trust
The quality of trust among family members is an important factor in developing family leadership. This relationship can shape the business environment and shape the experience of incoming leaders. The research examining family relationships has shown that high-quality relationships lead to better leadership development and stronger bonds. The next generation of family leaders must be prepared to take on this challenge.
Trust can be built through open and honest communication. It is also important to respect one another’s differences. It is also important to have a shared understanding of each other’s strengths and weaknesses. Trust is crucial for forming the foundation for collective results. Trust-building can be a long-term project.
Developing trust requires that you develop rapport with others, demonstrate competence, and show a genuine interest in their lives. To do this, you must ask for feedback and give credit when due. Trust also requires that you have a system for getting things done. All relationships require trust. By establishing trust, you can create a successful business and family environment.
A family enterprise needs a family enterprise leader. However, many enterprising families struggle to define and celebrate this role. Many families end up with a vacancy or the wrong person. Often, the role of the family enterprise leader is blocked by the system.
Respect
Respect is an important component of family leadership. It is not always evident in family businesses, but a strong sense of respect among family members is essential for the long-term survival of a family business. Without respect, family members are unlikely to give their best efforts to help their family run a successful business.
The need for respect in a group is a primal human need. Without respect, people would be abandoned by their tribes, and often the first to die. People seek to belong, and leaders are no exception. The problem is that many leaders don’t nourish their respect enough.
Respectful leaders acknowledge others’ qualities and encourage others to express their own. Those who feel appreciated become more loyal and self-confident. These people are also more willing to help others when the situation is difficult. By fostering respect in the home, children will grow up knowing that other people are valued and have a great sense of worth.
The importance of mutual respect is reflected in the quality of relationships between parents and children. This respect allows the next generation of leaders to take inspiration from revered leaders and feel honoured. Mutual respect is also necessary to create a family culture that promotes productive conflict.
Mutual obligation
Recent research has suggested that mutual obligation as a factor in family leadership is a key to fostering family stewardship. According to the authors of the study, family leaders engage in more human resources management (HRM) activities, resulting in higher labor productivity and greater reciprocity among employees. These practices also promote family stewardship, as evidenced by higher family involvement in the management of the company.
Mutual obligation is a third element of the LMX, which refers to the process of mentoring successors by family and non-family members. Mentoring is an important aspect of family leadership, and extended family members are often pivotal in this process. In addition to teaching successors how to run the business, mentors also help them understand the business’s current management style and integrate with the company’s culture.
The quality of the relationship between leaders and family members is a significant determinant of succession in family businesses. Those with good relationships develop stronger bonds and become more effective leaders. In addition, relationships with a mentor are more likely to produce high-quality leadership. These relationships can be vital for the long-term success of the business.
