The paper reports on a qualitative analysis of case studies and learning narratives of CEOs of successful family firms (FCBs) to understand how they undertake the learning necessary for their leadership roles. A review of the literature on leadership theory and learning shows specific theoretical gaps and tensions in leadership theory that are important for understanding theoretical and practical issues in how leadership is learned in the FCB context. Specifically, the intangible resources of FCBs, especially high levels of trust, reliance on networks, and specific knowledge management practices, which are the basis of their competitive advantage, also affect how they need to be led, and how leaders acquire the skills to lead them. Results showed family firm CEOs followed four discrete, sequential learning phases, each characterized by a specific learning priority.
|Title of host publication||Proceedings of the 11th IFERA Annual World Family Business Research Conference|
|Place of Publication||Spain|
|Publisher||International Family Enterprise Research Academy|
|Number of pages||20|
|Publication status||Published - 2011|
|Event||Annual IFERA World Family Business Research conference: Intelligence and Courage - Universita di Palermo, Sicily, Italy|
Duration: 28 Jun 2011 → 1 Jul 2011
Conference number: 11th
|Conference||Annual IFERA World Family Business Research conference|
|Period||28/06/11 → 1/07/11|
Moores, K., & Barrett, M. (2011). Paradoxes and pathways to learning family business leadership. In S. Tomaselli (Ed.), Proceedings of the 11th IFERA Annual World Family Business Research Conference (pp. 1-20). International Family Enterprise Research Academy.