A family enterprise is an enterprise where the majority of the decision-making right is the founder or the person who bought it and the requirement is that at least one family member is involved in the management of the enterprise and that they or their relatives have at least 25% of the decision-making rights. As one can see, managing a family business is an interesting subject, because it has to balance between at least two systems, namely family and business, which can be challenging. On the one hand there is the financial result of the company and its performance, which will be better with more competent employees. On the other hand, the question is whether to hire owner's relatives regardless of their competences regardless of whether they negatively affect a family business. While family businesses are not the first guideline to generate profits, profit is of course one of the most important items because without fresh and existing capital, which in turn ensures better business performance, there is no room for progress and the survival of the company is in question. A family enterprise requires a leader who has competencies related to enterprise management, but also needs to have strong competencies in conflict management and decision making, and must be objective because two systems of similar importance are interwoven. The aim of this paper is to investigate whether the theory of practice is valid or whether there are certain exceptions.