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1 – 4 of 4Finn Lannon, Roisin Lyons and Christina O'Connor
This perspective article responds to the emergence of artificial intelligence (AI) as a significant opportunity for growth among family businesses, highlighting the need for…
Abstract
Purpose
This perspective article responds to the emergence of artificial intelligence (AI) as a significant opportunity for growth among family businesses, highlighting the need for future research to attain a clear picture of the next generation of family business successors.
Design/methodology/approach
This is a literature review of current technology adoption within family businesses. The authors offer some research insight to spur critical thinking and discourse around the impact of AI on family business successors.
Findings
Family businesses are initially skeptical of AI technology. However, its use and adoption are crucial for the survival of the family business. To leverage this technology, the authors need to investigate the role of the family business successors as “Gen AI.”
Originality/value
It is challenging but necessary to develop policies and educational support for successors to ensure the survival of family businesses worldwide. The authors propose four key areas of future research.
Details
Keywords
Gerry Larsson and Christina Björklund
The purpose of this study is twofold. First, to compare the self-rated leadership behaviors, leadership-related competencies and results of the leadership of younger, mid-aged and…
Abstract
Purpose
The purpose of this study is twofold. First, to compare the self-rated leadership behaviors, leadership-related competencies and results of the leadership of younger, mid-aged and older leaders; and second to compare these aspects among younger leaders in different kinds of the work environment and between men and women.
Design/methodology/approach
Data was collected using the developmental leadership questionnaire from a sample of Swedish leadership course participants (N = 7,743).
Findings
The results showed that the younger group of leaders (29 years old or younger n = 539), rated themselves more negatively than the mid-aged (30–50 years, n = 5,208) and older (51 years or older, n = 1,996) leaders. Analysis of the group of younger leaders showed that those working in the private sector scored most favorably. The gender comparison revealed that young male leaders scored higher on negative conventional (transactional) and destructive leadership behaviors. A logistic regression analysis of the younger group showed that social competence, developmental leadership and destructive leadership (negative) influenced self-rated results of leadership.
Research limitations/implications
The study is based on leaders’ self-ratings only.
Practical implications
The results can be used in leadership development contexts and in individualized coaching or mentoring programs.
Originality/value
The results have new implications for leadership theory related to self-confidence, stereotypes, selection and organizational culture.
Details