Combining the Masculine and the Feminine in Family Business: A Case Study on Inclusive, Shared Leadership in a Second-Generation Family Firm

Abstract

This chapter offers insights into how sibling dyads manage to prevent falling into the trap of conflicts and decision-making paralysis. The study draws on the case study of a family business that was co-founded by a married couple and is currently led by their daughter and son. The family business is 50-years-old.

The case provides inputs on how the three factors identified by Bövers and Hoon (2020) emerge in a duo-shared leadership and are influenced by the siblings’ personal relationship’s evolution since infancy. It also provides details into the role other family members and the family stories play in nurturing and strengthening relationships. Furthermore, it explores how some dimensions related to masculinity and femininity that can be at the origin of quarrels and conflicts between gender-diverse siblings can weaken or challenge the stability of the dynamic equilibrium of a siblings’ duo-shared leadership.

In addition, the case offers helpful examples into how the board of directors can help prevent conflict escalation, as well as on how triangulation can facilitate a dialogue between two family members who have different communication styles that cause difficulties in their direct interaction. Takeaways and recommendations close the chapter.

Citation

Tomaselli, S. (2022), "Combining the Masculine and the Feminine in Family Business: A Case Study on Inclusive, Shared Leadership in a Second-Generation Family Firm", Trevinyo-Rodríguez, R.N. and Gallo, M.Á. (Ed.) The Power of Inclusion in Family Business, Emerald Publishing Limited, Leeds, pp. 155-176. https://doi.org/10.1108/978-1-80117-578-420221009