The Relationship Between Transformational Leadership and Postacquisition Performance

Abstract

This empirical study investigates the relationship between transformational leadership and organizational performance as moderated by the degree of integration of the two merging organizations. This study covers the gap that exists in the literature regarding the leadership attributes that can enhance postacquisition performance by bringing transformational leadership theory into the acquisition literature. The findings reveal that intellectual stimulation attributes can enhance acquisition performance. These results contradict major findings in the transformational leadership literature. Moreover, the study failed to find any interactions between transformational leadership and the degree of integration. It is shown that leadership is important in the postacquisition integration process regardless of the degree of integration.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 32 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.