Vying for and forgoing visibility: female next gen leaders in family business with male successors

Abstract

PurposeThe purpose of this paper is to examine the identity work undertaken by female next generation to navigate (in)visibility in family businesses with male successors. To enhance understanding of gendered identity work in family businesses, the authors offer important insights into how female next generation use (in)visibility to establish legitimacy and exercise power and humility in partnership with male next generation in their family business.Design/methodology/approachThis empirical qualitative paper draws upon in-depth interviews with 14 next generation female leaders.FindingsThis study offers a model to show how female next generation establish their legitimacy amongst male next generation in power via a careful balancing act between vying for visibility (trouble) and forgoing visibility (exclusion). These female next generation gained acceptance by endorsing their own leadership identity and exercising humility in partnership or by endorsing their brother's leadership identity and exercising power in partnership.Practical implicationsThis study highlights the need for the incumbent generation to prepare successors, regardless of gender, via equal opportunities for business exposure and leadership preparation. This study also shows that vocalizing female-centric issues and highlighting hidden power imbalances should be led by the entire management team and not simply delegated to a “family woman” in the management team to spearhead.Originality/valueThis study advances understanding of gender dynamics and identity in the family business literature by identifying specific strategies utilized by female next generation to navigate (in)visibility in family businesses with male successors.

Sustaining Family Businesses through Business Incubation: An Africa-Focused Review

“…Considering that many of the business support artefacts provided by business incubators lack gender neutrality and, at best, perpetuate a male-gendered entrepreneurship culture, incubators are ill-suited to address major challenges facing family businesses, such as female succession issues (Brophy et al 2023), family conflicts and disputes impacting generational continuity and leveraging business identity with the local community (Barrios and González-Morales 2021), particularly in family businesses. Basco et al (2021) observed that family businesses are economic and social actors with historical roots in certain places.…”

“…The agency of business incubation systems to create sustainable family business ventures is a question barely answered in most African economies despite the proliferation of related entrepreneurship studies. While substantial research has emerged canvassing the importance of business incubation systems in entrepreneurship (Ojiagu and Ezemezuo 2023) and affirming the popularity of family businesses worldwide (Brophy et al 2023), how to maximise business incubation artefacts to grow African family businesses is a topic that is yet to receive considerable attention (Egbetokun 2023). Saldaña et al (2017) agree that the extant literature is quiet regarding the contribution of business incubators to the growth and development of family businesses.…”