Passing the torch or the hot potato? Leadership in the wine industry: an empirical investigation

Abstract

ABSTRACT Most studies that investigate sustainability across the wine industry and related support industries focus on the ‘triple-bottom-line.’ None directly consider company leadership as a sustainability driver. What skills will leaders of successive generations need? Two qualitative field research methodologies are used for this investigation: content analyses of published wine business case studies and focus groups with wine business leaders. Findings indicate that leaders continuously develop a combination of transactional and transformational skills and capabilities that comprise: (a) support from the previous generation, (b) emotional intelligence, (c) industry knowledge, and (d) active listening. A 2 × 2 matrix modeling optimal vs. sub-optimal leadership styles, as well as propositions for further research and implications for practitioners are presented.