Authors: David Robinson, Michael Harvey, Mark Yupitun
Addresses: Department of Global Strategy, Entrepreneurship and Family Business, Faculty of Business, Technology and Sustainable Development, Bond University, Australia. ' Management Department, School of Business Administration, University of Mississippi, USA; Faculty of Business, Technology and Sustainable Development, Bond University, Australia. ' Economics Department, Faculty of Business, Technology and Sustainable Development, Bond University, Australia
Abstract: The purpose of this article is to address the effects of social exchange, in particular leadership communication, between the current leader of a family business and the prospective future leader when one is the parent and the other, a next-generation offspring. In light of previous literature that identified seven personal characteristics of the family business leader that could contribute to the occurrence of destructive, counterproductive behaviours, a model has been formulated that examines the probable effects of destructive leadership on the respective welfares of each generation of leaders and examines the resultant willingness of the next generation, i.e., son or daughter, to contribute their time and effort to the firm. The use of a |communication compass| is proposed as a way of ensuring that the communication patterns between generations is perceived as appropriate to enable both the leader and the follower to benefit in the long run.
Keywords: destructive leadership; dysfunctional outcomes; family business; destructive family leaders; social exchange theory; modelling; communication compass; parents; next-generation offspring.
International Journal of Entrepreneurship and Small Business, 2009 Vol.8 No.2, pp.226 - 240
Published online: 02 Apr 2009 *Full-text access for editors Access for subscribers Purchase this article Comment on this article