The Role of Effective Leadership Style in Successful Merger and Acquisition Growth Strategy of Ecobank Ghana

Asamoah, John K

doi:10.4172/2315-7844.1000226

Cited by 3 publications

(2 citation statements)

References 11 publications

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“…Implementing business transformation redistributes the interests among the subjects of an enterprise, causing much strife and internal struggle and leading to resistance against the business transformation. Overconfident managers usually have a vigorous and resolute style and dare to overcome difficulties (Asamoah, 2017). They firmly believe that their decisions are correct.…”

Section: Managerial Cognitive Bias and Business Transformation Performancementioning

confidence: 99%

Managerial Cognitive Bias, Business Transformation, and Firm Performance: Evidence From China

Wang

Yang

et al. 2021

SAGE Open

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Business transformation has become an important way of sustainable development of enterprises. However, the transformation performance is not ideal. Using data from Chinese listed companies from 2001 to 2016, this article employs the Heckman selection model to explore the impact of managerial cognitive bias on transformation strategy and firm performance. The results demonstrate that managerial cognitive bias plays an important role in inducing business transformation. The higher the degree of managerial overconfidence and overoptimism, the more the enterprise will tend to implement business transformation. An important contribution of the article is that it reveals the significant difference between overconfidence and overoptimism: The more overconfident the managers are, the more likely they are to adopt both internal cultivation and mergers and acquisitions (M&A) to realize firm business transformation, whereas the more overoptimistic the managers are, the more likely they are to adopt M&A rather than internal cultivation to realize firm business transformation. Furthermore, business transformation conducted by overconfident managers helps improve firm financial performance and market value, while transformation conducted by overoptimistic managers helps reduce both.

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Section: Managerial Cognitive Bias and Business Transformation Performancementioning

confidence: 99%

Managerial Cognitive Bias, Business Transformation, and Firm Performance: Evidence From China

Wang

Yang

et al. 2021

SAGE Open

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“…Tummers and Knies () observed that public leaders support their followers fully in public sector organizations. Other research by Asamoah () explored how an effective leader style affected bank mergers in Ghana. Asamoah found that effective leadership style had an effect on the merger and the acquisition, and it ensured a smooth implementation.…”

Section: Introductionmentioning

confidence: 99%

An Analytical Study on Public Leadership Styles Influencing Organizational Effectiveness of Indian Public Sector Banks: Today and Tomorrow

Mitra

2020

J of Leadership Studies

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The Indian government has initiated a sea change by merging the public sector banks (PSBs). The number of banks is reducing drastically; though such mergers are taking place to construct viable banks so that they can compete globally with a bigger capital base. In this regard, descriptive research was performed to identify the most significant factors of effective public leadership styles of Indian PSBs to safeguard the human perspectives after merger. The study explored both preferred present as well as their future leadership styles. A structured questionnaire was used to assess the preferred public leadership styles towards organizational effectiveness of Indian PSBs both for today (preference) and in the future (expectation). Senior employees (N = 308) from PSBs located in all four regions of India were surveyed to develop a model based on the aforesaid present and future public leadership styles. Multivariate analyses were conducted to develop a model for the present, as well as future, public leadership styles at Indian PSBs. Because of the anticipation of supplementary changes in the Indian PSBs, the current study is relevant as it emphasizes the preferable public leadership styles and shows how some traditional and contemporary leadership styles emerge as the most preferable. Moreover, the current study may offer insights necessary to reengineer age‐old management styles, and to adopt the suggested approaches of public leadership not only to overcome today's problematic situation, but to also be proactive in the future.

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The role of managerial overconfidence in digital transformation and sustainable competitive performance in emerging SMEs: The role of digital culture

Khattak,

Wu,

Ahmad

et al. 2024

Bus Strat Dev

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Grounded in upper echelons theory, this research contributes to the current literature on SME digital transformation by leveraging empirical data from 372 SMEs in an emerging economy. The study investigates the influence of overconfident managers on digital transformation and its subsequent impact on sustainable competitive performance, with digital culture playing a moderating role. Our findings reveal that managerial overconfidence significantly influences digital transformation and sustainable competitive performance in SMEs. Digital transformation serves as a significant mediator of the relationship between managerial overconfidence and sustainable competitive performance. Additionally, digital culture strengthens the association between managerial overconfidence and digital transformation. Based on these insights, SMEs need to be aware of managerial traits and, in particular, need to focus on overconfident managers to embrace digitalization and enhance performance.

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The Role of Effective Leadership Style in Successful Merger and Acquisition Growth Strategy of Ecobank Ghana

Cited by 3 publications

References 11 publications

Managerial Cognitive Bias, Business Transformation, and Firm Performance: Evidence From China

Managerial Cognitive Bias, Business Transformation, and Firm Performance: Evidence From China

An Analytical Study on Public Leadership Styles Influencing Organizational Effectiveness of Indian Public Sector Banks: Today and Tomorrow

The role of managerial overconfidence in digital transformation and sustainable competitive performance in emerging SMEs: The role of digital culture

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