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Leadership, team cohesion and family firms’ performance

Author

Listed:
  • Charbel Salloum

    (USEK - Université Saint-Esprit de Kaslik, CREGO - Centre de Recherche en Gestion des Organisations - Université de Haute-Alsace (UHA) - Université de Haute-Alsace (UHA) Mulhouse - Colmar - UB - Université de Bourgogne - UBFC - Université Bourgogne Franche-Comté [COMUE] - UFC - Université de Franche-Comté - UBFC - Université Bourgogne Franche-Comté [COMUE])

  • Hajer Jarrar

    (USEK - Université Saint-Esprit de Kaslik)

  • Catherine Mercier-Suissa

    (MAGELLAN - Laboratoire de Recherche Magellan - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Institut d'Administration des Entreprises (IAE) - Lyon)

  • Jacques Digout

    (TBS - Toulouse Business School)

  • Tarek Azzi

    (USEK - Université Saint-Esprit de Kaslik)

Abstract

The purpose of this study is to determine the moderating effects of team cohesion and knowledge sharing on the performance of teams that utilise empowering leadership using a multiple regression analysis on a sample from three departments within 114 family firms in Lebanon. The results suggest that there is a significant relationship between empowering leadership and team cohesion and that knowledge sharing and team cohesion have an indirect influence on team performance. Our study provides important insights regarding team cohesion and knowledge sharing in empowering leadership practices in the Middle East. More importantly, our paper underlines how critical team performance is by highlighting the fact that a willingness to share skills, expertise and know-how benefits all team members and groups of a department or managerial structure. Group cohesiveness is crucial for a leader and for a firms management team and team performance.

Suggested Citation

  • Charbel Salloum & Hajer Jarrar & Catherine Mercier-Suissa & Jacques Digout & Tarek Azzi, 2022. "Leadership, team cohesion and family firms’ performance," Post-Print hal-02487681, HAL.
    • Handle: RePEc:hal:journl:hal-02487681
    DOI: 10.1504/IJESB.2022.10049228
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