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Vision, leadership and emotional intelligence transforming family business

Vision, leadership and emotional intelligence transforming family business Purpose – The purpose of this paper is to illustrate the role of emotional and social intelligence in family business leaders and how it can lead to a shared vision and dramatic increase in success of a family business. Design/methodology/approach – Single organization case study interpreted through Intentional Change Theory. Findings – Using emotional and social intelligence, two fifth‐generation family business members inspired others by building resonant relationships with them. They created a shared vision among the various stakeholders in the family, the organization and the community. They got others excited about the vision using positive, emotional contagion. The contagion and resonance spread to others in the family, organization, and region. Research limitations/implications – Although a case study, the implications for future research are to focus on the shared vision or lack thereof in family businesses, focus on resonant leadership, and multi‐level leadership. Practical implications – Visionary leadership, with emotional intelligence (EI) and resonance can inspire renewal in organizations, families and regions. Originality/value – Research on the power of vision and EI to transform businesses is emerging, but none of it has focused on family businesses, and in particular, multi‐generational ones. This paper shows how such leadership can transform a family, its business, and a region. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Family Business Management Emerald Publishing

Vision, leadership and emotional intelligence transforming family business

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References (29)

Publisher
Emerald Publishing
Copyright
Copyright © 2012 Emerald Group Publishing Limited. All rights reserved.
ISSN
2043-6238
DOI
10.1108/20436231211216394
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to illustrate the role of emotional and social intelligence in family business leaders and how it can lead to a shared vision and dramatic increase in success of a family business. Design/methodology/approach – Single organization case study interpreted through Intentional Change Theory. Findings – Using emotional and social intelligence, two fifth‐generation family business members inspired others by building resonant relationships with them. They created a shared vision among the various stakeholders in the family, the organization and the community. They got others excited about the vision using positive, emotional contagion. The contagion and resonance spread to others in the family, organization, and region. Research limitations/implications – Although a case study, the implications for future research are to focus on the shared vision or lack thereof in family businesses, focus on resonant leadership, and multi‐level leadership. Practical implications – Visionary leadership, with emotional intelligence (EI) and resonance can inspire renewal in organizations, families and regions. Originality/value – Research on the power of vision and EI to transform businesses is emerging, but none of it has focused on family businesses, and in particular, multi‐generational ones. This paper shows how such leadership can transform a family, its business, and a region.

Journal

Journal of Family Business ManagementEmerald Publishing

Published: Apr 20, 2012

Keywords: Family firms; Leadership; Vision; Emotional intelligence; Family business; Vineyards

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