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Daughter Succession

Daughter Succession

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Published by Ed Gonsalves
How do daughters take the lead in their family businesses?
How do daughters take the lead in their family businesses?

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Categories:Types, Research
Published by: Ed Gonsalves on Apr 02, 2013
Copyright:Attribution Non-commercial


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 Article Title Page
Daughter Succession: A Predominance of Human IssuesAuthor Details
Margaret M.C. HumphreysFielding Graduate University, Santa Barbara, CA, USA
Corresponding author:
Margaret M.C. Humphreys
Corresponding Author’s Email:
 Acknowledgments (if applicable):
 An acknowledgement of gratitude is extended to the reviewers of this article: Your thoughtful and detailed commentscontributed greatly to the final version. Thank-you.
Biographical Details:
Dr. Humphreys’ career focus is change in complex systems and leadership transition. Raised in an entrepreneurialfamily, her special interest is management and succession of the family enterprise. Margaret has worked extensivelywith business families and consulted to private and public organizations in most sectors. She has worked throughoutCanada, in the U.S.A., Europe, Latin America and Asia. Margaret’s PhD from Fielding Graduate University in SantaBarbara CA is in Human and Organizational Systems, specializing in Family Business Studies. She has taught andguest lectured in Canada and the US.
Structured Abstract:Purpose:
The research asked: How do daughters take the lead in their family businesses? What are the relevantissues that characterize the succession process for daughters, what are the attributes of daughter successors, andwhat, if any, features distinguish their leadership style?
: Qualitative research: reflective interviews with 14 daughter successors. Thematic data analysis(Roulston, 2010) was used to analyze data, build models and link to previous research.
The shifting landscape of women’s roles in family businesses is evidenced through the experiences of daughters who have taken over the top leadership positions in their family firms. Skill and commitment override gender in successor selection. The women were intrinsically motivated to take over their family businesses and ownedsignificant shares in their firms. The findings confirm the centrality of the successor–incumbent relationship and revealmentoring, frequently by the incumbent, as the principal vehicle for the transfer of business leadership. Emotionalcompetence emerged as a key successor quality.
 Research Limitations:
This research is based on a single perspective, that of the successor. The accounts mayinclude elements of performance, that is, selection of content based on the audience and the participant’s desiredresults.
Provides an alternate view to female invisibility in the family business, and thepractice of primogeniture. New research on succession, women’s roles in family business.
Key Words:
Daughter successors; successor-incumbent relationship; successor qualities
 Article Classification:
Research paper 
Type footer information hereType header information here
For internal production use only 
Running Heads:
Daughter Successions: A Predominance of Human Issues
The shifting landscape of women’s roles in family businesses is evidenced through theexperiences of daughters who have taken over the top leadership positions in their family firms.An increasing number of daughters are taking over their family firms (Alfano & Langowitz,2002). The number has increased five-fold since 1997 according to the
2007 American Family Business Survey
. Family businesses appear to be incorporating women into leadership roles at arate 4 times higher than non-family firms (Barrett & Moores, 2009).This paper’s focus on daughters as successors addresses the lack of research attentiongiven to a growing demographic. The role of women in family businesses is one of the least- pursued research topics in the field of study (Sharma, 2004; Wang, 2010). The lack of researchon women’s professional participation in the family firm is particularly noted (Dumas, Dupuis,Richer, & St.-Cyr, 1995; Jimenez, 2009; Sharma, 2004; Sonfield & Lussier, 2005).A mere five studies focusing exclusively on the experiences of daughter successors werefound for this literature, with none post 2005. In total, only 13 studies were found that gaveexplicit and noteworthy attention to daughter succession. The studies were published between1989 and 2007.Considering the trend of daughter succession, the literature to date on women in family businesses presents two problems. One is the tendency for studies to look at women as a grouprather than women in defined roles. The second is the propensity of researchers to document barriers to women’s participation in leadership rather than illuminating elements that contributeto their success. Successors, regardless of gender, face many challenges (Barrett & Moores, 2009;Cole, 1997; Dumas, 1989, 1992, Vera & Dean, 2005). A deeper understanding of daughter 

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