Family firm performance through transformational CEO leadership and familiness-related team forces

Leadership & Organization Development Journal Pub Date : 2024-05-24 DOI:10.1108/lodj-09-2023-0536

Carolin Neffe, Celeste Wilderom, Frank Lattuch

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Abstract

PurposeThe purpose of this study is to test the role of familiness-related team forces induced by the CEO of family firms. In particular, we report on the effects of the transformational leadership style of CEOs on their respective top-management team (TMT) and firm performance when viewed through a familiness lens.Design/methodology/approachSurvey measures were taken from a snowballed sample of 72 CEOs of German family firms as well as from 245 members of their TMTs. We tested the aggregated firm-level data with objective performance indicators of the firms they led.FindingsSupport was obtained for the three hypothesized team-force mediations and the four-path mediation model. The relationship between CEO’s transformational style and high family-firm performance is found to be serially mediated by TMT cohesion, behavioral integration and efficacy. Together, these three types of collective forces are assumed to be the familiness effect of a family-member CEO with a transformational leadership style.Originality/valueWith our model, we quantitatively tested familiness-type forces vis-à-vis firm performance. Theoretical and practical implications of these findings are discussed.

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通过变革型首席执行官领导力和与家族相关的团队力量实现家族企业绩效

本研究的目的是检验家族企业首席执行官引发的与家族相关的团队力量的作用。特别是，我们报告了从家族性角度看首席执行官的变革型领导风格对各自高层管理团队（TMT）和公司业绩的影响。设计/方法/途径我们对德国家族企业的 72 位首席执行官及其 245 位高层管理团队成员进行了滚雪球式抽样调查。我们用他们所领导公司的客观绩效指标对公司层面的综合数据进行了检验。研究结果三个假设的团队力量中介和四路径中介模型均得到了支持。研究发现，首席执行官的变革风格与家族企业高绩效之间的关系受到 TMT 凝聚力、行为整合和效能的连续中介作用。我们假设这三类集体力量共同构成了具有变革型领导风格的家族成员首席执行官的家族性效应。我们讨论了这些发现的理论和实践意义。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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Leadership & Organization Development Journal

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