Developing Next Generation Leaders for Transgenerational Entrepreneurial Family Enterprises
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Developing Next Generation Leaders for Transgenerational Entrepreneurial Family Enterprises

Edited by Pramodita Sharma, Nunzia Auletta, Rocki-Lee DeWitt, Maria Jose Parada and Mohar Yusof

This illustrative book considers the interface of business structures, contexts, and leadership building blocks to explore the contingent nature of leadership development in transgenerational entrepreneurship. Longitudinal case studies of 27 family firms in nine different countries provide a rich, global selection of leadership development insights by examining the role of values, professionalization, leadership style and other contingent factors.
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Chapter 2: The process of becoming: entrepreneurial leadership transition to the second generation

Marcela Ramírez-Pasillas, Patrick Bender and Angelica Nilsson


My name is Matthias and I am 23 years old. I just completed my master’s degree in business administration and joined the marketing department within the family business. I started my employment the day after my graduation ceremony. It is an exciting time! In the long run, I aim for a top management position in the family business, preferably the CEO. It excites me to have the possibility to change something for the better. I began to work in the family business during summer breaks from elementary school and continued to do so until I started my full-time employment. My family never said that I had to work in the family business, but it was definitely something that my father and grandfather thought was very positive. As a result, I switched to a new position each summer to learn a bit about everything in the organization, and then I was able to discuss different aspects of the business with my father and grandfather. Switching positions gave me the opportunity to get to know many of the employees, and they also got to know me. Building a relationship with employees is a resource that has benefitted my father a lot as a CEO.

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