The influence of managerial leadership on organizational climate during a succession process: a mixed-methods analysis in a peruvian family business
DOI:
https://doi.org/10.47058/joa14.4Keywords:
leadership, family businesses, organizational climate, generational succession, successorAbstract
This exploratory study examines the relationship between managerial leadership and organizational climate during a succession process in a Peruvian family business. Using a non-experimental mixed-methods design, a questionnaire was administered to 41 employees (excluding family members), and semi-structured interviews were conducted with owner-managers. The quantitative analysis found no significant association between the successor’s managerial leadership and organizational climate, as indicated by the chi-square test (p=0.372 > 0.05) and Spearman’s rho (?=0.219, p=0.085). In contrast, the qualitative data revealed that the succession process was improvised, leading to role ambiguity, low legitimacy of the successor, and a fragmented work environment. These findings suggest that, beyond leadership style, factors such as lack of planning and uncertainty play a decisive role in shaping perceptions of organizational climate. The study provides relevant empirical evidence to strengthen generational transition mechanisms in Peruvian family businesses and lays the groundwork for future research using mixed-methods approaches.
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