Abstract:

Introduction:

Family businesses are considered of great importance thanks to the potential they offer in aspects of profitability and productivity at a global level; however, they present problems in their management, culture, leadership, among others. It is fundamental to analyze the leadership styles (autocratic, democratic, consultative, and participatory) in relation to the types of culture (clan, adhocratic, market, and hierarchical) in order to identify how these are related, and to ensure that family businesses continue to contribute to the economy, being profitable, favoring their permanence and demonstrating how fundamental they are.

Method:

A quantitative, transversal study was carried out through a questionnaire with 26 questions focused on the organizational culture based on Cameron and Quinn, as well as diverse leadership styles exposed by Hofstede; this was applied to 156 informants, whose information analysis was carried out through a multinomial logistic regression analysis in software SPSS version 25.

Results:

It was found that in family businesses any other type of leadership over the autocratic is more likely to exist; likewise, when relating the type of culture with leadership, it is evident that in a clan-type culture it is more likely that democratic leadership is exercised than autocratic leadership. When a market-type culture prevails, it is more likely that participatory leadership exists than autocratic leadership; in contrast, in a company with a hierarchical culture, autocratic leadership is more likely than any of the others.

Discussion or Conclusion:

Both leadership and organizational culture are related to each other, and are proof that companies, whether they are family-owned or not, can continue to subsist with a promising future if they seek to focus their efforts on improving the relationship between these two aspects; furthermore, it should be noted that this is one of the few research carried out in family-owned companies with the utilized method in the present one.

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