Edited by Panikklos Zata Poutziouris, Kosmas X. Smyrnios and Sabine B. Klein
6 Critical leader relationships in family ﬁrms Nigel Nicholson and Åsa Björnberg No man is an island. (John Donne, English poet, 1624) Critical leader relationships (CLRs): a neglected topic In this chapter we introduce a new concept to capture a theme that is neglected in the literature on leadership, yet which is familiar in the ﬁeld of family business as a phenomenon of great signiﬁcance: shared leadership. There is no dedicated literature on the subject, and the concept is almost unheard of in non-family ﬁrms. Nor is it much discussed in the family business literature, despite the fact that a recent survey found around one in seven US family ﬁrms considered themselves to be co-led (Raymond Institute, 2003). Five academic literatures are relevant to the analysis of CLRs: leadership, leader– member exchange (LMX) research, studies of intimate relationships, research into executive boards and top management teams, and the general management practitioner literature. Only in the last of these does one ﬁnd writing directly bearing on the topic. Our thinking draws on all of these in various ways, as follows. From the leadership literature comes the idea that individual diﬀerences in personality dispositions are critical to business performance (Hogan et al., 1994; Miller and Toulouse, 1986) and as a cause of ‘derailment’ or failure (Van Velsor and Leslie, 1995). The literature also underscores the idea that personality eﬀects, often represented as leadership style consequences, are contingent on contextual factors (Conger, 2005). Leader–member exchange theory and research...
You are not authenticated to view the full text of this chapter or article.