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Master Thesis - Generational changes in family businesses in Germany - Executive survey


Hello and thank you for taking the time to participate in our survey!


We, Anna Demler and Linnéa Nyman, are students at Umeå School of Business, Economics and Statistics writing a thesis about the entry of Generation Z (1997-2012) into the workforce of small and mid-sized family-owned businesses in Germany with the purpose to gain a better understanding of how to adapt leadership styles when dealing with younger people, who will make up a large part of the workforce in the coming years.

We collect surveys from leaders and employees who are working in small and mid-sized family-owned businesses in Germany. The result will be presented in a thesis published in DivA https://umu.diva-portal.org/. Data will be presented in summary form to prevent identification of individual participants or businesses. In addition, if demographic details (e.g., age, role, or company size) could lead to re-identification, they will be grouped into broader categories. Raw data will also only be accessible to authorized researchers and will not be shared publicly.

The survey takes about 20 minutes. It is completely voluntary to participate. You can choose not to join anymore at any time and you do not have to say why.

If you want to get in touch with us, you can do so at writing a mail to ande0106@student.umu.se or liny0135@student.umu.se.


Consent to process personal data

Prior to the thesis work at the department for Business Administration, Umeå School of Business, Economics and Statistics the following personal information (age, gender, education, current company, employment status) about you will be collected and processed.

Your consent is required for personal data to be processed. Umeå University is responsible for the processing of personal data. Contact information for Umeå University is: Umeå University, 901 87 Umeå, registrator@umu.se, 090-786 50 00. Umeå University has appointed a data protection officer. The Data Protection Officer can be reached at pulo@umu.se or by calling 090-786 50 00.

Your personal data will, with the support of the consent, be processed at the latest until the time when the student work has been approved.

Your personal information will only be handled by authorized students and authorized staff at Umeå University.

You have the right to withdraw your consent at any time. You do this by contacting our supervisor: Christopher Nicol PhD / christopher.nicol@umu.se / 090-786 56 44. Please note, however, that a revocation of your consent does not affect the legality of the processing before the consent is revoked.

You also have the right to contact Umeå University to obtain information about what information is processed about you or to request correction, transfer, deletion or limitation of your personal information. You can also contact the university's data protection officer by email pulo@umu.se. For more information on how the university processes personal data, see: umu.se/gdpr.

You also have the right to lodge a complaint with the supervisory authority, the Swedish Privacy Protection Authority, if you think that we process your personal data incorrectly.


By clicking on "START" you consent that your personal data is used as described above.


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Master Thesis - Generational changes in family businesses in Germany - Executive survey


Demographics

First, we need some basic information to help us better understand your background. This will allow us to analyze the responses in relation to different factors such as age, education, and employment status. Your answers will remain completely confidential.

1

What is your age?

Use digits only
2

What is your gender?

Select one answer
3

What is your highest level of education?

Select one answer
4

What is the name of the company where you are currently employed?

5

What is your current employment status?

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Master Thesis - Generational changes in family businesses in Germany - Executive survey


Background & Leadership Experience

In this section, we’d like to learn about your leadership role and experience. Understanding your position, how long you’ve been in leadership, and your perspective on family businesses will help us explore how leadership in these organizations differs from larger companies.

6

What is your current role in the company?

7

How long have you been in a leadership position?

Select one answer
8

What has changed in leadership over the past years?

9

In your opinion, what distinguishes a family business from larger companies in terms of leadership and corporate culture?

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Master Thesis - Generational changes in family businesses in Germany - Executive survey


Experience with Generational Shifts

Workplaces evolve with each new generation, bringing both challenges and opportunities. In this part, we’ll look at how the entry of Millennials (1981-1996) impacted the workplace and how that compares to the arrival of Generation Z (1997-2012).

10

Thinking back, how did you perceive the change when Millennials (1981-1996) entered the workforce? What challenges or opportunities emerged?

11

How does the entry of Generation Z into working life compare to Millennials?

Select one answer
12

If different, in what ways?

13

Do you think the generational change in the workplace is becoming more of a challenge, or is it just different than in the past?

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Master Thesis - Generational changes in family businesses in Germany - Executive survey


Managing & Communicating with Generation Z (1997-2012)

Generation Z brings new expectations, work habits, and communication styles to the workplace. Here, we want to understand your experiences in managing and motivating younger employees, whether you’ve adjusted your leadership style, and how Generation Z responds to traditional leadership approaches. Additionally, we’ll explore how feedback and communication styles have evolved with the newest generation in the workforce.

14

What have you noticed about Generation Z employees in terms of their work ethic, expectations and motivation?

15

Have you had to adapt your management style to attract and motivate younger employees?

Select one answer
16

If yes, how?

17

How do Generation Z employees respond to traditional leadership approaches compared to other generations?

Select one answer
18

Have you received any formal training on managing different generations in the workplace?

Select one answer
19

Have you had problems integrating Generation Z employees into multigenerational teams?

Select one answer
20

If there were problems, how did you overcome these?

21

In what ways has the presence of Generation Z employees influenced decision-making in your company?

22

How do you approach giving feedback to younger employees?

Select one answer
23

Have you noticed differences in the way Generation Z tends to communicate compared to previous generations?

Select one answer
24

If yes, how?

25

What strategies have worked well to bridge the generation gap in your team?

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Master Thesis - Generational changes in family businesses in Germany - Executive survey


Technology & Work Preferences

Technology plays a significant role in how Generation Z approaches work. In this section, we’re looking at whether their technological influence has changed leadership or work processes and how companies balance traditional methods with digital expectations.

26

Has Generation Z’s technological influence changed leadership or work processes?

Select one answer
27

If yes, what changed?

28

How do you balance traditional ways of working with the digital expectations of younger employees?

29

What do you think of Generation Z’s preference for remote or hybrid working?

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Master Thesis - Generational changes in family businesses in Germany - Executive survey


Leadership in Family Businesses vs. Other Companies & Future Outlook

Family businesses have unique traditions and long-standing values, which can sometimes make generational transitions more complex. In this last section, we’ll explore whether managing a multi-generational workforce is different in family businesses compared to larger corporations, and how leaders navigate the balance between tradition and evolving expectations.

Looking ahead, we’d love to hear your thoughts on the future of leadership as Generation Z becomes a more dominant part of the workforce.

30

Do you think that managing a multi-generational workforce in family businesses is more complex than in non-family businesses? Why?

31

Do you find it more difficult to attract and retain Generation Z talent in a family business than in larger companies?

Indicate which value you incline to
0
Easier
More difficult
32

How do you balance traditions and long-standing values with Generation Z’s evolving expectations?

33

How would you describe your leadership style?

Select one answer
34

Do you see a shift towards a more democratic or collaborative leadership style in your company due to younger employees?

Select one answer
35

What is one key recommendation you’d give to leaders working with Generation Z?

36

How do you think leadership will change over the next 5–10 years as Generation Z becomes a larger part of the workforce?

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Master Thesis - Generational changes in family businesses in Germany - Executive survey


Succession & Retention Challenges

Succession planning is one of the biggest challenges for family businesses today. With younger generations valuing career flexibility and diverse experiences, finding successors within the family or retaining young talent long-term has become increasingly difficult. This section explores how leadership is addressing these challenges and what strategies might help secure the future of small and medium-sized family businesses.

Additionally, if there’s anything else you’d like to share about your experience as a leader in a family-owned business, this is your chance to provide that valuable feedback.

37

Do you believe it is becoming harder to find successors within the family for leadership roles? Why?

38

Have you noticed a decline in younger family members being interested in taking over the business?

Select one answer
39

If no family member wants to take over the business, what are the alternatives you are considering?

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40

Compared to previous generations, do you think Generation Z employees are more likely to leave the company after a few years instead of staying long-term?

Select one answer
41

What strategies have you implemented to encourage young talent to stay in the company?

42

Do you believe that traditional career paths in family businesses (e.g., working your way up over decades) still appeal to younger employees?

Select one answer
43

How concerned are you about leadership continuity in your family business?

Indicate which value you incline to
0
Not at all
Extremely concerned
44

Have you made any changes to leadership development or succession planning because of changing career expectations among younger employees?

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45

Is there anything else you would like to share about your experience as a leader in a family-owned business?

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Master Thesis - Generational changes in family businesses in Germany - Executive survey


Thank you for completing our survey!

Your responses are invaluable and will help us better understand the perspectives of leaders and employees in family-owned businesses. We appreciate your time and input. If you have any additional comments or questions, feel free to reach out.


Thanks again for your participation! We wish you all the best!


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