Paternalistic leadership in family firms: Types and implications for intergenerational succession

By Donata Mussolino, Andrea Calabro. 2014

122 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/ab32543a5298ad5a73463ef49ef5d123780a5053

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

1. Joshua J. Daspit
2. Nicholas E. Evangelopoulos
3. Triss Ashton
4. James J. Chrisman
5. Alfredo De Massis
6. Thomas M. Zellweger
7. Franz Willi Kellermanns
8. Jess H. Chua

In Management of Technology and Innovation

1. Joshua J. Daspit
2. Nicholas E. Evangelopoulos
3. James J. Chrisman
4. Triss Ashton
5. Alfredo De Massis
6. Thomas M. Zellweger
7. Franz Willi Kellermanns
8. J. Kotlar

In Organizational Behavior and Human Resource Management

1. Joshua J. Daspit
2. Nicholas E. Evangelopoulos
3. Triss Ashton
4. James J. Chrisman
5. Alfredo De Massis
6. Thomas M. Zellweger
7. Franz Willi Kellermanns
8. Jess H. Chua

Citations in the corpus

• Family Firm Heterogeneity: A Definition, Common Themes, Scholarly Progress, and Directions Forward (2021, background): “Mussolino and Calabrò (2014), further highlighting the importance of the predecessor’s leadership to the success of succession, identified three types of paternalistic leadership: Benevolent, Authoritarian, and Moral.”