Leadership in a post-merger context: The importance of people skills over politics

Mariëlle G. Heijltjes and Velde,Hanneke S.,ter
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Velde,Hanneke S.,ter: METEOR

No 57, Research Memoranda from Maastricht : METEOR, Maastricht Research School of Economics of Technology and Organization

Abstract: Drawing on the merger and CEO succession literature as well as on findings from research on organizational change, this study examines what leadership issues drive success in a post-merger context. Our data from 45 recently merged units within a cooperative bank in Europe indicate that the people skills of the newly appointed top manager matter most. Specifically, his/her integration ability followed by the ability to positively influence the internal working environment are significantly correlated with post-merger success. Politics in terms of whether the top manager had a track record inside or outside the organization did not appear to be important.

Keywords: management and organization theory (search for similar items in EconPapers)
Date: 2005
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Persistent link: http://EconPapers.repec.org/RePEc:dgr:umamet:2005057

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