Styles of Leadership and Success of Mergers and Acquisitions: Transformational-transactional Concept of Leadership
Abstract
This study examines linkages between leadership style and the success/failure of mergers and acquisitions. The first part of the study includes a brief synopsis of the development of the transformational-transactional leadership paradigm. Additionally, behavioral characteristics associated with transactional and transformational leadership are discussed. The second part of the study begins with an overview of the emergent issues of the theory and practice of mergers and acquisitions in the United States. Further, the study discusses the leadership approach in explaining performance of mergers and acquisitions. It is hypothesized that effective execution of the specific tasks within a particular phase of the M&A process depends on the adequacy of the leadership style applied.
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Articles of the Russian Management Journal are open access distributed under the terms of the License Agreement with Saint Petersburg State University, which permits to the authors unrestricted distribution and self-archiving free of charge.