RIS ID
110179
Link to publisher version (URL)
Abstract
Women do it differently, we're told, and this is true of many influential women in family firms. They often succeed by directing attention away from themselves, telegraphing moves to their partner - typically the CEO - to creating the change they know the firm needs. They change the firm because they have the CEO's trust rather than through displays of expertise, a visible presence, and a fancy job title.
Publication Details
Barrett, M. (2016). Advising a female leader in a family firm: A case study. The Practitioner, 31 August 2016 1-4.