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The Mediating Role of Leader-Member Exchange On The Effect Between Emotional Ownership and Intergenerational Leadership Conflict in Large-Scale Family Businesses
The aim of this study is to reveal perceptions about the relationship between emotional ownership and leader-member exchange in transgenerational leadership conflict. In this research, which uses quantitative research methods, relational scanning model is used as a model. The sample of the study consists of 161 participants representing 79 large-scale family businesses operating in the industry and service sector in our country, registered in the Chamber of Commerce, the number of employees is at least 150, and the net working capital of which is 10 million TL.According to the research, it was determined that there is a negative relationship between emotional ownership and leadership conflict depending on the relationship emotional ownership and leadership conflict in large-scale family businesses. In addition to this, it was concluded that leader-member exchange and emotional ownership affect each other depending on the relationship between leader-member exchange, leadership conflict and emotional ownership. As a result, while emotional ownership increases in large-scale family businesses, it is seen that leadership conflict decreases, also with strong leader-member exchange, emotional ownership increasesin large-scale family companies.

Family businesses, emotional ownership, leadership conflict, leader-member exchange (LMX)

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