Eddleston and Kellermanns (2007) published a study that applied stewardship theory to explain why some family-owned firms flourished while others seemed to be plagued by challenges. Their findings served to validate discoveries from similar studies (Dyer, Jr, 2006) – when family relationships are characterized by altruism, trust, and affability, we see positive effects on firm performance. In addition, they found evidence to support the hypothesis that relational conflict is not a neutral factor – that is, when relational conflict is not managed in a productive manner it has a negative impact on firm performance. The key is to address relational conflict in a productive manner so families can mitigate the impact of relational conflict on the family and business. Relational conflicts stem from many areas and quite often emerge from disagreements related to compensation, dividends, strategy, financial management, and succession – each of which have contributed to the implosion of otherwise successful family-owned businesses (Poza, 2010).