Vision, leadership and emotional intelligence transforming family business

Developing a mechanism of construction project manager’s emotional intelligence on project success: A grounded theory research based in China

A project manager’s emotional intelligence (EI) is essential to project success. However, the mechanism in this cause and effect remains a black box in extant literature. China is now the world’s largest construction market, and figuring out the mechanism of construction project manager’s (CPM’s) EI on project success is meaningful for developing the global construction market. This study conducted an in-depth interview with 24 CPMs with more than 5-year experience in construction project management. The grounded theory was employed to profile the application of CPM’s EI and to build the multilevel mechanism that explains the influence of CPM’s EI on project success. The mechanism framework conforms to the existed input–process–output (IPO) theory. It consists of a team-level mechanism (including the positive team atmosphere, shared vision, and team cohesion) and an individual-level mechanism (i.e., organizational citizenship behavior directed at the organization, perceived supervisor support, trust in leader, and subordinate’s psychological and emotional health). This study further proposed that the effect of this mechanism does not work immediately but develops with time passing. Implications for further research and project management practice are discussed in the end.

Resonant leadership and organizational citizenship behavior: a moderated-mediation analysis of followers’ resilience

Purpose

This paper aims to examine the relation between resonant leadership (RL) and organizational citizenship behaviors while testing for the mediation effects of followers’ resilience (FR) and gender as a moderating effect, all within the United Arab Emirates (UAE) business environment.

Design/methodology/approach

The paper uses cross-sectional data collected through a questionnaire from 467 employees working at various organizations in the UAE. The data were analyzed using the Statistical Package for the Social Sciences (SPSS) software. The mediating and moderating effects were tested using Preacher and Hayes’s (2008) macro models.

Findings

Results confirmed that RL positively affected employees’ organizational citizenship behaviors (OCBs). It also confirmed the mediating role of FR between RL and organizational citizenship behavior. Gender moderated the relation between RL and OCB but not between RL and FR.

Practical implications

Managers can use RL styles to improve workers’ resilience and OCB of employees, especially females.

Originality/value

It is important to understand the relation between such variables in times of crisis, such as the COVID-19 pandemic, where the relationship between the leadership style of the organizational managers and employees can greatly impact employees’ behaviors and organizational performance.

Construction Project Manager's Emotional Intelligence and Team Effectiveness: The Mediating Role of Team Cohesion and the Moderating Effect of Time

The emotional intelligence of a construction project manager plays an essential role in project management, and recent developments in teamwork have increased the need to explore better ways to utilize teams and achieve effectiveness in the construction sector. However, research that holds the team-level perspective in emotional intelligence studies is lacking, and the mechanism of the construction project manager’s emotional intelligence on team effectiveness remains unexplored. This knowledge gap is addressed by developing a model that illuminates how construction project manger’s emotional intelligence can affect team effectiveness via the mediation of team cohesion and the moderation of project team duration. A questionnaire survey was utilized to gather information from construction project teams across 156 leader-member dyads in the Chinese construction industry. The results reveal that construction project manager’s emotional intelligence is positively related to team effectiveness and the team cohesion mediates this cause and effect. Further, project team duration moderates the relationship between team cohesion and effectiveness. This study offers new insight into how project manager can better lead team members toward desired team outcomes from a team perspective and makes an explorative effort in investigating the “time” role in construction project management.

Multilevel analysis of resonant leadership and subordinate's work performance during COVID-19: a study of the indian software industry

This study examined the multilevel model that explains how the interaction effect of resonant leadership and gender identity influences proposed outcomes through the mediating role of psychological capital. We performed a multilevel analysis by conducting an online survey using multisource data from the 104 team/project leaders and 527 team members of nine major Indian IT companies. The results demonstrated that psychological capital positively and significantly mediated the relationship between resonant leadership and work performance. The mediation role was stronger when androgynous identity attenuated the relationship between resonant leadership and psychological capital at a higher level. The study adds a unique lens to the literature of resonant leadership and proposes outcomes by validating it through the hierarchical linear modelling principle and efficient statistical procedures. This is the first study to empirically confirm the multilevel moderation mediation process wherein psychological capital mediates the relationship between resonant leadership and work performance, subject to the leader's androgynous identity level.

Unraveling the Role of Shared Vision and Trust in Constructive Conflict Management of Family Firms. An Empirical Study From a Mixed Methods Approach

Family firms are a unique setting to study constructive conflict management due to the influence of family ties of the owning family imprinting a sense of common purpose and shared destiny, and high levels of trust. We study the relationship between shared vision and trust that intervene in the adoption of constructive conflict management. To achieve our purpose, we carried out a systematic indirect observation using a mixed methods approach. We used the narratives of 17 semi-structured interviews, audio-recorded and transcribed, of family and non-family managers or directors from five Spanish family firms in the siblings' partnership stage, combined with documentary data obtained from different sources. Intra- and inter-observer reliability were confirmed. Results show a dynamic relationship between shared vision and specific components of trust (benevolence and ability) at different levels of conflict management. We also provide evidence of specific processes of concurrence-seeking and open-mindedness in family and ownership forums accounting for the relevance of family governance in these type of organizations. Family firms are a sum of several subsystems which exhibit a particular resources configuration. This study sheds light on constructive conflict management in family firms opening interesting avenues for further research and offering practical implications to managers, owners, and advisors.

Emotional Intelligence of Managers in Family Businesses in Slovakia

This scientific paper deals with the issue of the global level of emotional intelligence of managers in family enterprises. The aim of this paper is to point out the importance and positive impact of skills of managers in the form of emotional intelligence, which we consider as an important predictor of managerial work in family enterprises. The aim of this paper is also to suggest possibilities of further development of individual factors of emotional intelligence in managers. The object of the survey was the global level of emotional intelligence of managers according to Petrides. We determined the level of four factors (well-being, self-control, emotionality, and sociability) of emotional intelligence using TEIQue online questionnaires. When evaluating the research results, we used methods of descriptive statistics (arithmetic mean, median, standard deviation, skewness, and kurtosis) processed in the statistical program SPSS. In a sample of 286 randomly contacted family business managers, the results showed us that the global level of emotional intelligence of managers in family enterprises is medium–high. In the examined factors, we found some deficiencies in self-control and sociability in women’s results and some in self-control and emotionality in men’s results. Slovakia as a globalized country has undergone many changes, so enterprises have also changed their point of view of management. Nevertheless, enterprises’ investments in the development of personality of family enterprise managers are incomparably smaller than in other countries. We are convinced that these presented results will help managers in family enterprises realize that their better future is in streamlining managerial activities. Only then will managers have enough time to plan for the future, cope with unpredictable situations, and especially have time for their happiness and family life.

Leader behaviours of family and non-family executives in family firms

Purpose

Several studies of family firm failures have pointed to non-family members in leading positions as a reason. However, non-family members have often played a key role in family-firm longevity, while non-family executives’ involvement in family firms is increasing. These non-family executives who (co-)run family firms are thought to require an almost impossible set of behavioural qualities. The aim of this exploratory study is to find out how specific leader behaviours of effective family executives and non-family executives may differ.

Design/methodology/approach

Based on Dulewicz and Higgs’ (2005) broad leadership frame, the authors draw attention to a large range of behaviours of family-firm executives. In-depth interviews were conducted with successful German executives, both family and non-family ones. Their answers had to contain specific behavioural examples.

Findings

More behavioural similarities than differences are shown between family- and non-family-based executives. Yet, the self-reflective communicative behavioural qualities of the non-family executives could balance a lack of such qualities among the family-based executives. Based on the three major differences – decision-making style, communication versatility and self-awareness – specific new research propositions are distilled about effective family firm leadership.

Originality/value

Practical suggestions for recruiting non-family executives are offered. Future quantitative longitudinal research on how to pair specific behavioural qualities of family and non-family based executives that optimise family-firm longevity is urgently needed.

Addressing Needs of Women Radiologists: Opportunities for Practice Leaders to Facilitate Change

Women are, and have always been, underrepresented in radiology. This gender disparity must be addressed. Women bring a different perspective to the workplace; and their collaborative, empathetic, and compassionate approach to patient care and education is an asset that the radiology community should embrace and leverage. Radiologic organizations should focus on removing barriers to the entry of women physicians into radiology as a specialty and to their career advancement. Organizations should address bias, promote physician well-being, and cultivate a safe and positive work environment. Radiology leaders committed to increasing gender diversity and fostering an inclusive workplace have the opportunity to strengthen their organizations. This article outlines the key steps that practice leaders can take to address the needs of women in radiology: (a) marketing radiology to talented women medical students, (b) addressing recruitment and bias, (c) understanding and accommodating the provisions of the Family and Medical Leave Act of 1993 and the Fair Labor Standards Act for both trainees and radiologists in practice, (d) preventing burnout and promoting well-being, (e) offering flexible work opportunities, (f) providing mentorship and career advancement opportunities, and (g) ensuring equity. ^©RSNA, 2018.

Achieving triple “P” bottom line through resonant leadership: an Indian perspective

Purpose

– The purpose of this paper is to review the extant literature on resonant leadership and develop a conceptual framework about the role played by resonant leaders of crisis-ridden firms in developing employees for achieving triple “P” bottom line.

Design/methodology/approach

– A systematic review of literature was conducted from 1994 to 2015 with key words leadership, resonant leadership, and triple “P” bottom line. Related research papers were searched from select databases of Elsevier, Emerald, Sage, Springer, Taylor and Francis, Wiley, and other library services of Proquest, Ebsco, and Scopus.

Findings

– Resonant leaders motivate their subordinates by being compassionate toward them, showing an overall positive mood, and through guidance for achieving sustainable triple “P” bottom line. India is a secular country that emphasizes on spiritual beliefs as well as on socio-cultural and religious values. Therefore, Indian managers generally adopt these values in their early socialization process by following traditional epics and religious scriptures. They spread positive emotions among their subordinates and raise their level of consciousness by exhibiting altruistic values. Therefore, altruism could be considered as an additional dimension of resonant leadership style of Indian managers for downsized firms. These leaders nurture surviving employees at the time of economic crisis to build a sustainable triple “P” bottom line.

Originality/value

– Altruism can be considered as a new dimension of resonant leadership style of Indian managers for downsized firms. These leaders provide a sense of psychological security to their employees by developing a value led organization with meaningful vision and an edge over their competitors.

Shared vision promotes family firm performance

A clear picture of the influential drivers of private family firm performance has proven to be an elusive target. The unique characteristics of private family owned firms necessitate a broader, non-financial approach to reveal firm performance drivers. This research study sought to specify and evaluate the themes that distinguish successful family firms from less successful family firms. In addition, this study explored the possibility that these themes collectively form an effective organizational culture that improves longer-term firm performance. At an organizational level of analysis, research findings identified four significant variables: Shared Vision (PNS), Role Clarity (RCL), Confidence in Management (CON), and Professional Networking (OLN) that positively impacted family firm financial performance. Shared Vision exhibited the strongest positive influence among the significant factors. In addition, Family Functionality (APGAR), the functional integrity of the family itself, exhibited a significant supporting role. Taken together, the variables collectively represent an effective family business culture (EFBC) that positively impacted the long-term financial sustainability of family owned firms. The index of effective family business culture also exhibited potential as a predictive non-financial model of family firm performance.

Next-generation leadership development in family businesses: the critical roles of shared vision and family climate

The multigenerational survival rate for family-owned businesses is not good. Lack of a shared vision for the family enterprise and weak next-generation leadership are often cited as two of the leading reasons for the failure of family firms to successfully transition from one generation of family ownership to the next. The climate of the business-owning family has also been suggested as important to the performance of the family enterprise. Despite these commonly held tenets, there is a lack of rigorous quantitative research that explores the relationships among these three factors. To address this gap, a quantitative study of 100 next-generation family firm leaders and 350 family and non-family leaders and employees with whom they work was conducted. The results demonstrate that a shared vision for the family business has a strong effect on the leadership effectiveness of next-generation family leaders and a moderate effect on the degree to which they are positively engaged with their work. The findings also show that two dimensions of family climate significantly influence the likelihood that a shared vision for the family firm has been created. Open communication in the family is positively related to the presence of a shared vision for the business. Intergenerational authority, which refers to a senior generation that exercises unquestioned authority and sets the rules, is negatively related to the presence of a shared vision. Surprisingly, a third dimension of family climate, cognitive cohesion, which includes shared values in the family, had no relationship with the degree to which there was a shared vision for the family business. The implications for family business owners is that they would be wise to spend as much time on fostering a positive family climate characterized by open communication as they do on creating and executing a successful business strategy if their goal is to pass the business from one generation of family owners to the next.

How Dr. Akhtar Hameed Khan Led a Change Process That Started a Movement

In 1956, Akhtar Khan began a project in rural East Pakistan that inspired new approaches to community and organization development. A quarter century later, he replicated the developmental process in impoverished neighborhoods of Karachi. The techniques of shared decision making, building cooperatives, training the master trainers, and encouraging self-sufficiency were pivotal to the approach. The effect transformed the two communities and helped inspire microfinance. Using the lens of intentional change theory in a post hoc analysis, we explain why this approach worked. The article allows us to honor a social innovator while affirming our commitment to practices like participation to create and reinforce a shared vision, creating new resonant relationships, building a multilevel intervention with distributed leadership, inclusiveness in training for empowerment, and continuous attention to cycling through the process iteratively. These are offered as insights in the design of organization and community development efforts.

Botero I, Bernardo Betancourt Ramirez J, Piedad López Vergara M. Emotional intelligence in family firms

Purpose

– Although researchers have highlighted the importance of relational and family factors for the sustainability of a family firm, there is not much empirical research exploring how emotions and the management of emotions play a role in the interpersonal dynamics of family business owners. The purpose of this paper is to explore how the way family members manage their emotions affects the interpersonal dynamics in the family, business, and ownership subsystems of a family firm.

Design/methodology/approach

– The paper presents an in-depth case study from a family firm in Colombia-South America.

Findings

– The results indicate that the capability that family members have to manage their emotions influences the interpersonal dynamics that take place in the family firm at the individual and group level. In this case, the paper found that although emotional intelligence (EI) affected interpersonal relationships in a firm, this effect was based on the individual's willingness to use their EI capabilities, previous history between people, and the goals individuals have within each subsystem in a family firm. The paper also found that interpersonal dynamics, in turn, influence how family members work together.

Research limitations/implications

– Because this study uses an in-depth case study, the intention of the paper is to provide an initial picture of how EI can play a role in the interpersonal interactions between family business owners. The authors hope that this study can be used as a building block to enhance the understanding of the role of EI in family firms.

Practical implications

– EI represents an individual's capability to perceive, understand, manage, and regulate self and other's emotions. For family firms, this means that family business owners can use this capability to determine how to enact their roles in the family firm and how to interact with other to ensure harmony in their relationships.

Originality/value

– This paper builds on previous work on emotions in family firms to explore the role of EI in family firms, and provides an empirical exploration of the role of management of emotions in family firms.