Qualities of an Effective Successor: The Role of Education and Training

Qualities of an Effective Successor: The Role of Education and Training

Qualities of an Effective Successor: The Role of Education and Training

Qualities of an Effective Successor: The Role of Education and Trainings

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Référence bibliographique [4235]

Ibrahim, A., Soufani, Khaled, Poutziouris, Panikkos et Lam, J. 2004. «Qualities of an Effective Successor: The Role of Education and Training ». Education & Training, vol. 46, no 8-9, p. 474-480.

Fiche synthèse

1. Objectifs


Intentions :
« The objective of this research is to explore the qualities that are considered critical to an effective family business successor and discuss the crucial role that education and training could have in enhancing the qualities and skills of a successor. » (p. 474)

Questions/Hypothèses :
« We believe that identifying these qualities during the succession process allows the family firm the opportunity to select and effective leader who si capable of rejuvenating the business. More specifically this empirical research attempts to identify qualities that are perceived by founders and CEOs [chief executive officer] of family firms to be critical to an effective successor, a healthy succession process, and a sustainable human resource strategy. » (p. 475)

2. Méthode


Échantillon/Matériau :
« A total of 42 CEOs of small and medium-sized Canadian family firms. » (p. 475)

Instruments :
The participants « [...] attending a family business seminar conducted by the lead author in Montreal, Canada were asked to respond to a randomly ordered listing of statements describing qualities of effective successors. These items were selected based on traits and skills cited in the human resources, leadership, entrepreneurship, and family business literature as being critical to effective management, and included items from Ibrahim and Kelly (1986), Ibrahim et al. (2001b), Dyer, 1986, Bass (1990), and scales such as the Michigan Organizational Assessment Quesitonnaire (Cammann et al., 1983) and Multifactor Leadership Questionnaire (Bass, 1985). » (p. 475)

Type de traitement des données :
Analyse statistique

3. Résumé


« Small family firms represent the predominant organizational form in Canada. They are perceived to be crucial to the development and growth of the Canadian economy. Despite this, scant attention is given to the study of human resource management practices in the specialist family business literature. A key human resource issue in family firms, which has been documented as a potential source of problems, is succession, selection and training. Results suggest that three factors are critical to an effective human resource strategy concerning the selection process of a successor. These include the successor’s capacity to lead, his/her managerial skills and competencies, and the willingness and commitment of the successor to take over the family business and to assume a leadership role. » (p. 474)