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Family Business Review
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Analytical Model of Leadership in Family Firms Under Transformational Theoretical Approach

An Exploratory Study

Manuel Carlos Vallejo

University of Jaén, Spain, mvallejo{at}ujaen.es

The goals of the current research were to analyze the existence of differences in leadership between family and nonfamily firms adopting a transformational leadership approach, as well as the potential positive effects of transformational leadership on family businesses. With the transformational leadership theory as theoretical background, the research reveals that leadership is more transformational in family businesses than in nonfamily businesses. Similarly, this research uses a structural equations model to explain the relations between this kind of leadership in family businesses and specific performance-related variables, such as group cohesion, longevity, and profitability.

Key Words: family firm • transformational leadership • group cohesion

This version was published on June 1, 2009

Family Business Review, Vol. 22, No. 2, 136-150 (2009)
DOI: 10.1177/0894486508327892
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