| The leadership dynamics that occur as a company moves through its metamorphosis from a founder led business to a professionally managed enterprise are little understood (Flamholtz & Randle, 2000; Dandridge, 1979). This transition from a founder led, small business where the leader can touch everyone and do everything, to one where professional management and organizational skills are required for success is an inflection point in the life of most enterprises; and is when most enter a crisis of leadership (Fliostad, 1991). This multi-site case study explores the premise that one of the critical aspects of those who have successfully crossed this "chasm" is the ability of the founder to not only adapt his or her own style, but to also to allow the new leader to "adapt" to the changes required. |
