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Commentary: The Prequel to Family Firm Culture and Stewardship: The Leadership Perspective of the Founder

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  • Kimberly A. Eddleston

Abstract

This commentary considers the role of the founder in establishing a family firm's culture. Drawing from transformational leadership theory, it is argued that a founder who displays transformational leadership behaviors may be more likely to establish a family firm culture that reflects family commitment, stewardship, and strategic flexibility. As such, this commentary extends the article by Zahra, Hayton, Neubaum, Dibrell, and Craig by linking stewardship theory with transformational leadership theory, and viewing family firm culture as an intervening mechanism between leadership behaviors and strategic flexibility.

Suggested Citation

  • Kimberly A. Eddleston, 2008. "Commentary: The Prequel to Family Firm Culture and Stewardship: The Leadership Perspective of the Founder," Entrepreneurship Theory and Practice, , vol. 32(6), pages 1055-1061, November.
  • Handle: RePEc:sae:entthe:v:32:y:2008:i:6:p:1055-1061
    DOI: 10.1111/j.1540-6520.2008.00272.x
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    References listed on IDEAS

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    1. Danny Miller & Isabelle Le Breton‐Miller & Barry Scholnick, 2008. "Stewardship vs. Stagnation: An Empirical Comparison of Small Family and Non‐Family Businesses," Journal of Management Studies, Wiley Blackwell, vol. 45(1), pages 51-78, January.
    2. Schein, Edgar H., 1983. "The role of the founder in the creation of organizational culture," Working papers 1407-83., Massachusetts Institute of Technology (MIT), Sloan School of Management.
    3. Shaker A. Zahra & James C. Hayton & Donald O. Neubaum & Clay Dibrell & Justin Craig, 2008. "Culture of Family Commitment and Strategic Flexibility: The Moderating Effect of Stewardship," Entrepreneurship Theory and Practice, , vol. 32(6), pages 1035-1054, November.
    4. Yan Ling & Zeki Simsek & Michael Lubatkin & John F. Velga, 2008. "Transformational Leadership's Role in Promoting Corporate Entrepreneurship : Examining the CEO - TMT Interface," Post-Print hal-02276697, HAL.
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    Cited by:

    1. Nathan L. Hammond & Allison W. Pearson & Daniel T. Holt, 2016. "The Quagmire of Legacy in Family Firms: Definition and Implications of Family and Family Firm Legacy Orientations," Entrepreneurship Theory and Practice, , vol. 40(6), pages 1209-1231, November.
    2. Kimberly A. Eddleston & James J. Chrisman & Lloyd P. Steier & Jess H. Chua, 2010. "Governance and Trust in Family Firms: An Introduction," Entrepreneurship Theory and Practice, , vol. 34(6), pages 1043-1056, November.
    3. James H. Davis & Mathew R. Allen & H. David Hayes, 2010. "Is Blood Thicker Than Water? A Study of Stewardship Perceptions in Family Business," Entrepreneurship Theory and Practice, , vol. 34(6), pages 1093-1116, November.
    4. James J. Chrisman & Lloyd P. Steier & Jess H. Chua, 2008. "Toward a Theoretical Basis for Understanding the Dynamics of Strategic Performance in Family Firms," Entrepreneurship Theory and Practice, , vol. 32(6), pages 935-947, November.
    5. Torsten M. Pieper & Anne D. Smith & Jerry Kudlats & Joseph H. Astrachan, 2015. "Article Commentary: The Persistence of Multifamily Firms: Founder Imprinting, Simple Rules, and Monitoring Processes," Entrepreneurship Theory and Practice, , vol. 39(6), pages 1313-1337, November.
    6. Kanadlı, Sadi Boĝaç & Torchia, Mariateresa & Gabaldon, Patricia & Calabrò, Andrea, 2020. "Effects of Task Conflict on Board Task Performance in Family Firms: The Importance of Board Openness," Journal of Family Business Strategy, Elsevier, vol. 11(2).
    7. Hanqinq “Chevy†Fang & Robert V.D.G. Randolph & Esra Memili & James J. Chrisman, 2016. "Does Size Matter? The Moderating Effects of Firm Size on the Employment of Nonfamily Managers in Privately Held Family SMEs," Entrepreneurship Theory and Practice, , vol. 40(5), pages 1017-1039, September.

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