家族企业继任者领导力发展的整合模型——基于李惠森的案例研究  

Successors＇ Leadership Development in Family Firms： A Case Study

作　　者：黄玉梅[1] 孙海法[1] 

机构地区：[1]中山大学管理学院

出　　处：《中大管理研究》2014年第2期174-195,共22页China Management Studies

基　　金：中山大学“985工程”三期项目“中国家族企业研究创新基地”资助

摘　　要：家族企业领导力的过往研究主要以家族企业的创业者或现任企业家为研究对象，本文以继任者为研究对象，采用纵向的研究视角，探索继任者领导力发展的全过程，提出继任者领导力发展的整合模型。整合模型展现了继任者领导力发展的六个影响因素、领导力发展的四个阶段、继任者领导力的目标任务和责任关系维度、以及继任者领导力的结果。本文选取李锦记第四代领导者李惠森作案例分析，检验继任者领导力发展的理论模型。本研究为开展纵向领导力研究提供了有价值的参考，对家族企业继任者领导力的发展具有理论指导和实践参考意义。The former researches about family firm leadership mainly focus on the founder or incumbent leader. A theoretical framework about successor＇s leadership development is proposed in our paper based on literature analysis. Four-stage succession process, six succession factors, successors＇ leadership dimensions, and successors＇ leadership outcomes are included in this framework, respectively. The case study about Sammy Lee, the fourth generation leader of Lee Kum Kee, uncovers the mechanism of leadership developmental process, explains the relationship between leadership dimensions and leadership outcomes, and eventually confirms the framework. This study summarizes theoretical and practical implications for successors＇ leadership development, and sheds light on longitudinal leadership research.

关 键 词：家族企业 继任者领导力 整合模型 案例研究 

分 类 号：F276.5[经济管理—企业管理]