It Is Not Easy to Let Go: How Leaders’ Fear of Losing Power Shapes Behaviour and Succession Experiences in Omani Family Businesses

Previous studies have highlighted the crucial role of family businesses in the global
economy. Despite their importance, researchers have identified leadership succession
issues, particularly low survival rates of these enterprises, as key factors contributing
to their decline in the industry. This decline is partly due to the psychological
challenges incumbent leaders face during and after the succession process, as they
often struggle with fear of losing influence and control.
This study explores how the fear of losing power shapes the leadership styles and
behaviours of current leaders and how succession is experienced and navigated
during generational transitions within family businesses, particularly in the final stage
of the business life cycle (Phase Four).
This qualitative study collected data using purposive non-probability sampling and
snowball sampling from 20 Omani family business leaders and their successors
through semi-structured one-on-one interviews and focus group discussions.
The findings suggest a possible link between leaders’ fear of losing power and their
leadership behaviour during leadership transitions. This fear seems to shape leaders'
behaviour and actions, thereby influencing how succession is experienced rather than
determining fixed outcomes. (Keltner et al., 2003b) (Bass and Avolio, 1991)
This study was conducted within an inductive, exploratory paradigm from a
psychosocial perspective. Although the data were analysed inductively to allow
themes to emerge from participants’ experiences, Keltner’s Approach/Inhibition Power
Theory and Bass’s Full-Range Leadership Model were used to interpret and
contextualise the findings from the perspectives of power and leadership. Two major
themes emerged from the study. First, succession experience is shaped by the
complex interplay of psychological, behavioural, cognitive, and social dynamics.
Second, the participants frequently described succession as a subjective experience
influenced by perceptions of fairness, transparency, and emotional burden, particularly
from the perspective of individuals stepping into a successor’s role.
By highlighting fear of losing power as a central psychological factor affecting
incumbents and its link to leadership behaviour during succession, this study
enhances understanding of family business succession in Oman. It provides valuable
insights for leaders, scholars, and policymakers, supporting informed, context
sensitive succession planning.