Vision, leadership and emotional intelligence transforming family business

Richard Boyatzis, Ceferí Soler Vicente

Producció científica: Article en revista no indexadaArticle

29 Cites (Scopus)


Purpose - The purpose of this paper is to illustrate the role of emotional and social intelligence in family business leaders and how it can lead to a shared vision and dramatic increase in success of a family business. Design/methodology/approach - Single organization case study interpreted through Intentional Change Theory. Findings - Using emotional and social intelligence, two fifth-generation family business members inspired others by building resonant relationships with them. They created a shared vision among the various stakeholders in the family, the organization and the community. They got others excited about the vision using positive, emotional contagion. The contagion and resonance spread to others in the family, organization, and region. Research limitations/implications - Although a case study, the implications for future research are to focus on the shared vision or lack thereof in family businesses, focus on resonant leadership, and multi-level leadership. Practical implications - Visionary leadership, with emotional intelligence (EI) and resonance can inspire renewal in organizations, families and regions. Originality/value - Research on the power of vision and EI to transform businesses is emerging, but none of it has focused on family businesses, and in particular, multi-generational ones. This paper shows how such leadership can transform a family, its business, and a region.
Idioma originalAnglès
Publicació especialitzadaJournal of Family Business Management
Estat de la publicacióPublicada - 1 de gen. 2012


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