Flexible work may help more women lead family businesses, researchers find

A new study from the University of East London suggests that digital workplace innovation could help more women become leaders of family-owned businesses by making it easier to combine strategic work with family responsibilities. The research argues that tools such as video conferencing, cloud-based collaboration platforms and shared digital business systems may change how leadership potential is recognised—moving attention away from physical presence and towards measurable contribution.

Family businesses are often described as supportive, close-knit workplaces where relatives can build careers with greater flexibility. Yet the same family structures that create trust and continuity can also make leadership decisions less transparent. Successors are frequently selected through informal conversations, family expectations and long-established traditions rather than through open recruitment or clearly defined performance criteria. In that environment, women may find it harder to be identified as future leaders, particularly when caring responsibilities limit the amount of time they spend in the workplace.

The study, published in Strategy & Leadership, focuses on the intersection of women’s entrepreneurship, family-business succession and digital workplace innovation. Its authors, Ozlem Ozdemir and Kirk Chang, draw together existing research to develop a framework explaining how technology may support women’s progression into senior roles. Rather than presenting digital tools as a complete solution, the paper describes them as mechanisms that can alter communication, participation and the way leadership performance is observed.

One of the most important changes involves the meaning of workplace visibility. In traditional organisations, employees who are regularly seen in the office may be perceived as more committed, available or influential. This “presence bias” can disadvantage people who work remotely or divide their time between professional and family duties. Digital platforms can provide alternative evidence of involvement through project records, decision logs, documented deliverables, online meetings and real-time collaboration. These digital traces can make contributions more visible even when a leader is not physically present.

Platforms such as Microsoft Teams, Zoom and Google Workspace allow employees to participate in meetings, exchange information and coordinate projects from different locations. Cloud-based enterprise systems can also give authorised users access to financial data, customer information, operational reports and strategic planning tools. For women in family firms, this access could create more opportunities to contribute to high-level decisions without requiring constant attendance at a central office. In technical terms, digital systems can reduce the relationship between location and participation by separating work activity from a single physical site.

The researchers propose that these changes may influence women’s leadership through four connected pathways. Greater participation in important discussions can build confidence and professional credibility. Regular exposure to financial, operational and strategic information can increase business knowledge, while involvement in visible projects can help women demonstrate decision-making ability. Over time, these experiences may challenge assumptions about who is prepared to lead and encourage family members to view women as credible successors rather than as supporters of the business.

Digital working may also improve work-life balance by allowing tasks to be completed asynchronously. Instead of requiring every decision to happen in a face-to-face meeting at a fixed time, teams can use shared documents, recorded briefings, workflow systems and written updates. This flexibility may be particularly significant for women managing childcare or eldercare. However, remote access does not automatically reduce workloads. Without clear expectations, digital connectivity can extend the working day, create pressure to respond constantly and reproduce the same inequalities in a different format.

For that reason, the authors emphasise that technology alone cannot transform family-business leadership. Digital tools operate within organisational cultures, and a family firm may still favour male successors, informal networks or leaders who are visibly present in the office. The benefits of flexible working depend on whether performance is assessed through outcomes, quality of decisions and contribution to business goals rather than hours spent on-site. Firms may also need transparent succession processes, equal access to information, mentoring and deliberate support for women seeking senior roles.

The study arrives as family businesses face growing pressure to modernise their management practices while competing for talent across increasingly digital markets. Its framework suggests that the same technologies used to improve efficiency could also influence who is seen as capable of leading the next generation. The researchers caution, however, that lasting change requires cultural as well as technical innovation. If family firms combine digital access with fair evaluation and inclusive succession planning, women may gain a stronger platform from which to shape strategy, influence growth and take the helm of businesses that have traditionally passed leadership through male-dominated lines.

News Publication Date: 27-Jul-2026

Web References: https://www.emerald.com/sl/article-abstract/doi/10.1108/SL-04-2026-0200/1389347/Women-entrepreneurs-and-their-leadership-in-family?redirectedFrom=fulltext; https://www.uel.ac.uk/about/our-schools/royal-docks-school-business-law/business-advice-centre

References: Ozlem Ozdemir and Kirk Chang, “Women entrepreneurs and their leadership in family business: insights from digital workplace innovation,” Strategy & Leadership, Emerald Publishing. DOI: 10.1108/SL-04-2026-0200.