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Family business leadership transition: How an adaptation of executive coaching may help

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  • Härtel, Charmine EJ
  • Bozer, Gil
  • Levin, Leon

Abstract

Within the traditional business organizational climate in which an executive coach operates, the identity of ‘the coached’ (coachee) can be quite clearly differentiated from the business identity. This is not the case within the world of family business, where the incumbent family business leader, the successor, the business and the family culture, are interwoven. This unique feature of family business means that, for executive coaching to be effective within the family business environment, a radically different approach to that used in traditional business environments must be adopted – namely, the consideration of what generally are thought of as noneconomic variables. This article represents a first attempt to effectively address the key and unique variables executive coaches need to know to work within the family business environment.

Suggested Citation

  • Härtel, Charmine EJ & Bozer, Gil & Levin, Leon, 2010. "Family business leadership transition: How an adaptation of executive coaching may help," Journal of Management & Organization, Cambridge University Press, vol. 15(3), pages 378-391, March.
    • Handle: RePEc:cup:jomorg:v:15:y:2009:i:03:p:378-391_00
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    Cited by:

    1. Michael Gilding & Sheree Gregory & Barbara Cosson, 2015. "Motives and Outcomes in Family Business Succession Planning," Entrepreneurship Theory and Practice, , vol. 39(2), pages 299-312, March.
    2. Mohammed Oudah & Fauzia Jabeen & Christopher Dixon, 2018. "Determinants Linked to Family Business Sustainability in the UAE: An AHP Approach," Sustainability, MDPI, vol. 10(1), pages 1-23, January.

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