Female Successors in Family Businesses

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Female Successors in Family Businesses

Identity Construction in Female Successors

Traditional Gender Roles and Confucian Values in China

In Chinese family businesses, daughters face unique challenges when negotiating their roles as successors. Research identifies three primary approaches to identity construction among female successors: conforming to traditional gender roles and viewing themselves as temporary leaders, acting as a "second leader" involved in decision-making, and challenging conventional gender roles to become independent leaders. These approaches highlight the influence of traditional gender expectations and Confucian family values on female successors in China.

Self-Positioning in Male-Dominated Businesses

Female successors often navigate their self-positioning in male-dominated family businesses by aligning or distancing themselves from their predecessors' leadership styles. This process involves constructing narratives that either align closely with or diverge from their fathers' leadership approaches. Acceptance of their leadership by employees can vary, with some daughters experiencing imposed leadership while others gain acceptance through their own efforts.

Commitment and Challenges

Successor Commitment Dynamics

Female successors display unique patterns of commitment to family businesses. Normative commitment, driven by a sense of obligation, often emerges during crises or when no other successors are available. Over time, many female successors shift towards affective commitment, driven by emotional attachment and personal identification with the business. This shift is particularly evident when female successors choose careers in family businesses to balance professional and childcare responsibilities.

Obstacles and Gender Bias

Female successors face significant obstacles, including gender bias and cultural norms that favor male leadership. In regions like Anambra State, Nigeria, and Mutare District, Zimbabwe, sexism and traditional family values significantly hinder women's ability to become successors. These challenges include lack of education, limited market access, and cultural perceptions of women's capabilities . Additionally, daughters often encounter rivalry with employees and difficulties in work-life balance, further complicating their succession journey.

Strategies for Navigating Visibility and Legitimacy

Balancing Visibility and Power

Female next-generation leaders in family businesses with male successors often engage in identity work to navigate visibility and legitimacy. They balance vying for visibility, which can lead to trouble, and forgoing visibility, which can result in exclusion. Strategies include endorsing their own leadership identity while exercising humility or supporting their brothers' leadership while exercising power. This careful balancing act helps female successors establish their legitimacy and navigate gender dynamics within the family business.

Gender Differences in Ownership Ambition

Preferences for Shared Ownership

Research on Dutch family businesses reveals gender differences in ownership ambitions. Men are more likely to strive for full ownership, while women often prefer shared ownership. This preference persists even when controlling for variables such as the presence of children. Understanding the reasons behind these preferences requires further investigation, particularly considering the impact of institutional environments and cultural factors.

Conclusion

Female successors in family businesses face a complex interplay of traditional gender roles, cultural norms, and organizational dynamics. Their commitment to the business, strategies for navigating visibility, and ownership ambitions are influenced by these factors. Addressing gender biases and providing equal opportunities for leadership preparation are crucial for fostering a more inclusive environment for female successors. Future research should continue to explore these dynamics to support the growing number of women in family business leadership roles.