What is the Corporate Family Model of Leadership Development About?

What is the Corporate Family Model of Leadership Development About?

The corporate family model focuses on developing the next generation of leaders. The next generation of leaders needs to be assessed to identify their strengths and weaknesses and the roles they are best suited for. This way, the family can develop the best leaders and attract the best people to the family and business. It also gives children and siblings happier lives and helps the next generation of leaders achieve more impact in the world.

Sibling Partnership

The corporate family model of leadership development and sibling partnership involves the development of leadership skills in family members. The partnership process starts with the siblings clarifying their shared expectations and purpose. Then, they begin to work toward establishing processes for agreement and shared decisions. This allows siblings to minimize conflicts and enhance long-term effectiveness.

The sibling relationship is rooted in shared values. Shared values guide decisions and prioritizes. The siblings must be in agreement about these values. They must also articulate how these shared values impact family collaboration. Once the values are identified, it is important to help the siblings build on them.

Leadership development in the corporate family model requires careful planning and preparation from all stakeholders. Business governance, decision making and management practices need to be adjusted to accommodate the sibling generation. This transition requires close coordination between the senior and junior generations. In the past, generations would conflict instead of collaborating. It’s critical to ensure that all siblings in a family business are passionate about their jobs. The last thing any family wants is a partner who feels obligated to do his or her job.

To develop the Corporate Family model, Tagiuri and Davis studied various cases of family businesses. These included father-son companies, husband-wife co-founders, and sibling partners. Additionally, they examined large cousin family businesses with several branches. Other examples included family employees who did not inherit ownership but were given minority shares. And there were even some public owners of listed family companies.

Intergenerational authority

This model focuses on intergenerational authority and open communication as two determinants of next-generation family business leaders’ leadership effectiveness. The nature of the family climate also affects the next-generation family leaders’ engagement and effectiveness at work. The results of this study show that the type of climate a family enjoys directly affects the next-generation family leaders’ leadership effectiveness.

To develop effective leadership in the family business, the next generation should be involved early in the succession planning process. This early engagement creates a climate of collaboration and encourages younger family members to consider a career within the family business. In addition, operationalizing conversations helps build a culture of trust and alignment. Succession planning must also include co-designing a common purpose based on shared values.

A study on next-generation family leaders also found that those with a shared vision were perceived as effective leaders. The majority of next-generation family leaders were CEOs or senior managers. This study has limitations and may not be appropriate for all family firms. However, the study’s results point to the potential value of shared vision and intergenerational authority. The shared vision of the family business, the family climate, and next-generation engagement were significant predictors of next-generation leadership effectiveness.

A corporate family model of leadership development should take into account the differences between the generations and how these differences affect the effectiveness of leadership. Intergenerational authority can be a great tool for fostering diversity and innovation among employees. For instance, baby-boomers and older employees should be mentors for younger ones. The two groups should be able to complement each other’s strengths and weaknesses.

When considering intergenerational authority in corporate family models, the senior generation must consider the role that they are expected to play in the future. This requires a succession plan that assumes that the next generation is capable and enthusiastic about taking over the leadership role.

Shared vision

One of the key determinants of organizational outcomes is shared vision. Research has demonstrated that shared vision increases employee commitment and creates a sense of purpose in work. This is particularly true for family-owned businesses, where the commitment to continue ownership tends to wane without a shared vision. Leaders who are able to articulate a shared vision are often considered effective.

To understand the impact of shared vision on family business performance, one must first consider the role of shared values. Family business literature asserts that shared values are critical to the creation of a shared vision. The study also shows that shared values are a powerful indicator of cognitive cohesion, meaning that despite having different personal values, family members may coalesce around a common shared vision.

Once the shared vision has been developed, the next step is to use the vision. The goal is to develop a collaborative culture where people can support and contribute to the shared vision. To make shared vision work, managers must be able to motivate their teams to work toward the common goal.

Another way to promote shared vision is to have open communication among family members. The study found that open communication between family members has a significant positive effect on shared vision. While the effect was small, it was nonetheless meaningful. The results indicate that open communication is a critical component of family firm success.


A catalyst is a force that causes significant change. In chemistry, a catalyst makes a reaction possible. In business, a catalyst can have a positive effect on performance. Consider Lee Iacocca, who began his career as an engineering trainee for the Ford Motor Company, but quickly switched to sales and marketing. He excelled at both and was eventually promoted to vice-president by the company’s executives.

Catalyst’s research has demonstrated that its program model works best for organizations with diverse stakeholders. It encourages collaboration and innovation, which are necessary for a rapidly changing environment. Its programs focus on developing empowered teams and expanding leadership capacity. However, these programs must be customized to suit the needs of each family.

For change to occur, the majority of the family must be on board. The third-party solution must be able to navigate sensitive situations and fit into the family’s vision and values. Ultimately, every family-owned business reaches an inflection point, where the next generation must decide whether to grow or sell.

As we can see, the SOC model is a complex system. The relationships among members are complex and uncertain, making the task of leadership challenging. The SOC environment has been plagued by a number of issues, including low product and service quality, corruption, illicit relationships, and total breakdown of public trust. However, with the right tools, leadership can achieve its goals.

Impact of family meetings on next-generation leadership

Regular family meetings can strengthen communication and help prepare the next generation to be effective stewards of family wealth. Bessemer Trust partners with families to design meetings, secure relevant subject matter experts, and set expectations. For more information, contact us. Our team will be happy to help.

The family climate, the content of family meetings, and next-generation engagement with work are all factors that influence next-generation leadership. This research addresses the gap in the literature by examining relationships among these three factors. However, this study is not intended to establish a causal relationship between the four variables. Long-term studies are needed to assess the relationship between these factors.

The next-generation family member’s potential for success in various roles, including leadership, are assessed through these meetings. This information enables family members to understand the true fit between their role and their potential. At the same time, it allows family members to gauge whether they are ready for the change. Moreover, it helps strengthen the family’s gravity, which can attract the best leaders in the business and help develop future leaders outside the family. Further, these meetings help create a happier life for children and siblings, while preparing them to become future leaders of their own families.

The study found that family members who regularly engage in family meetings are more likely to become future leaders. These future leaders are good at communicating decisions, delegating when appropriate, and holding themselves accountable.

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