Researchers from the University of East London found that flexible working arrangements could help more women lead family businesses [1].
This shift in operational structure matters because it addresses the systemic barriers that often prevent women from taking the helm of family-owned enterprises. By decoupling leadership from rigid traditional schedules, businesses may unlock a wider pool of talent and ensure smoother succession planning.
The research highlights the ongoing struggle to balance professional responsibilities with domestic expectations. Family businesses often face unique pressures where the boundaries between home and work are blurred, a dynamic that can disproportionately affect women who frequently manage more caregiving duties.
Researchers said implementing flexibility allows women to maintain their leadership roles without sacrificing family stability [1]. This approach moves away from the traditional model of a singular, full-time executive presence, instead favoring a system that accommodates the realities of modern domestic life.
Such arrangements are not merely a convenience but a strategic necessity for the longevity of family firms. When leadership structures are rigid, capable women may opt out of succession or leadership roles entirely to avoid burnout or family conflict [1].
By adopting these flexible models, family businesses can create a more inclusive environment. This transition supports a more equitable distribution of power within the family unit, and the corporate structure, potentially leading to more sustainable long-term growth [1].
“Flexible working arrangements could help more women lead family businesses.”
This research suggests that the 'glass ceiling' in family businesses is often reinforced by rigid scheduling rather than a lack of capability. By shifting toward flexible work, family enterprises can modernize their succession strategies, ensuring that the most qualified individuals lead the company regardless of their caregiving responsibilities.
