Competences profiles of successors in contemporary family firms
DOI:
https://doi.org/10.12775/JPM.2017.126Słowa kluczowe
competences, emotional intelligence, successor, family businessesAbstrakt
The article presented issues related to the competencies of successors in contemporary family firms. A particular emphasis was placed on the significance of leadership competencies in the management of the contemporary company. The author underlined the role of emotional intelligence which is an indelible part of the successors’ competencies as well as competencies related to the upbringing and socialisation. The paper also presented a profile of competencies of successors, which profi le related to those competencies that determine the effective management of the family businesses. It was elaborated on the basis of research results quoted in other researchers’ works, as well as findings of the author’s own research.
Purpose: to draw the readers’ attention to the significance of competencies of successors in contemporary family firms, with a particular emphasis on the leadership competencies, emotional intelligence and competencies related to the upbringing and socialisation.
Methodology: literature research, author’s own survey research related to successors competencies
Findings: Those family enterprises that anticipate succession process should focus on competence profiles of their successors, while taking into consideration the role played by the competencies related to emotional intelligence. The fi ndings were confirmed by the author’s own research, where 19 competencies were selected from 33 competences grouped in 11 emotional intelligence-related competence groups; the said competencies, according to the successors, are of the key importance in the process of succession in family companies.
Originality/value: Upon the analysis of the studies by the researchers cited herein, and of the results of the author’s own research related to successors competencies being a determinant for eff ective management of modern family firms, the author put an emphasis on three groups of competencies, as provided for in the profi les of competencies of successors in modern family companies.
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