Prince or King? Bottom Up Leadership Construction During Succession Processes in Family Firms

Succession in family businesses involves balancing tradition with leadership transitions. While traditional models emphasize the incumbent’s role, this study explores a bottom-up approach, highlighting successors as proactive agents of change. Through the case of Acetaia Giusti, a 400-year-old Italian family business, the study examines how Claudio Stefani Giusti revitalized the firm by integrating entrepreneurial vision with heritage preservation. Two key phases emerge: legitimation, where successors gain credibility through leadership roles, and identification, where personal aspirations align with organizational goals. This alignment helps successors navigate goal rigidities and balance tradition with innovation. The process results in two outcomes: goal elicitation, the articulation of strategic objectives, and a goal-centric self-concept, where the successor’s identity aligns with the firm’s mission. Ultimately, this process fosters socialized leadership, promoting inclusivity and a renewed organizational purpose. This study challenges traditional models and offers a framework for balancing legacy preservation with strategic renewal.