CEO Succession, Leadership, and (Dis)similarity: A Mixed Methods Approach

Description

CEO succession represents a challenge for many companies. The leadership style of the new CEO impacts employees’ attitudes which, in turn, might be biased by the comparison employees make with their previous CEO. Cristina Pratelli investigates how and why leadership style (dis)similarity between the predecessor and the successor develops and affects successor leadership effectiveness. After a literature review and a theoretical model, she presents results from a quantitative study with SMEs in Switzerland as well as a qualitative multiple-case study with family businesses based in Germany, Italy, and Switzerland. This work offers new insights into CEO selection, leadership development, and the effectiveness of organizations. Front Matter ....Pages I-XVIII Introduction (Cristina Pratelli)....Pages 1-11 Theoretical framework (Cristina Pratelli)....Pages 13-52 Does the apple fall far from the tree? Leadership style continuity in family businesses (Cristina Pratelli)....Pages 53-71 How does leadership style (dis)similarity influence employees’ attitudes? An empirical study about CEO leadership succession in SMEs (Cristina Pratelli)....Pages 73-111 Intra-family leadership succession and leadership style (dis)similarity: An explorative, multiple case study with non-family member employees (Cristina Pratelli)....Pages 113-160 Final conclusion (Cristina Pratelli)....Pages 161-170 Back Matter ....Pages 171-222