Transformational leadership and post-acquisition performance in transitional economies

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to explore the relationships between transformational leadership and post-acquisition performance, introducing into the analysis the mediating effect of employee attitudes toward changes, in the specific context of a transitional economy. Design/methodology/approach -The data were collected from 208 employees (including 91 managers) from ten acquired companies in Serbia. Using exploratory factor analysis, two dimensions of transformational leadership were identified in the context of a transitional economy: the first one refers to inspiring and stimulating the employees, and the second dimension refers to responding to employee problems. Multiple regression analysis was used to test the research hypotheses. Findings -The results of the analysis indicate that inspiring and stimulating employees has an indirect impact on post-acquisition performance through the mediating effect of employee attitudes toward changes, whereas responding to employee problems has both direct and indirect impacts on post-acquisition performance. Practical implications -The results of study may be significant for managers involved in the processes of mergers and acquisitions and may aid them in obtaining adequate levels of employee commitment and trust, which are needed to achieve challenging goals and to improve post-acquisition performance. Originality/value -The research of the mediating effect of employee attitudes on post-acquisition performance contributes to a better understanding of the relationships between transformational leadership and post-acquisition performance. Research in transitional economies related to subject matter is limited, while in Serbia in particular, there is no prior empirical work on the impact of transformational leadership on post-acquisition performance.

Leadership, trust in management and acceptance of change in Hong Kong’s Civil Service Bureau

“…Similarly, the relationship between transformational leadership and trust was also found to be significant in Browning's (2014) study of heads of schools in Australia. From a private-sector perspective, Waziri, Ali, and Aliagha (2015) found that transformational leadership is positively related to the adoption of information and communication technology in the construction industry in Nigeria, Yang (2016) found that transformational leadership engendered trust and commitment to change in the insurance sector in Taiwan whilst Babić, Savović, and Domanović (2014) found that transformational leadership is positively related to attitudes toward change in Serbian firms. Yasir et al (2016) found that trust in the leader mediates the relationship between transformational leadership and organisational change capacity in the not-for-profit sector in…”

Organizational culture differences and post-acquisition performance

“…Additionally, leaders create a convincing vision and share it with employees. When leaders inspire and encourage employees, and communicate optimistically about the future, employees react to these impulses by generating a positive attitude towards changes (Babić et al , 2014).…”

The impact of dimensions of transformational leadership on post-acquisition performance of acquired company

“…Some studies have investigated the impact of transformational leadership on company performance ( Some studies have examined the relationship between the different dimensions of transformational leadership and performance (Podsakoff, MacKenzie, Moorman & Fetter, 1990;Howell & Avolio, 1993;Nemanich & Keller, 2007;Rafferty & Griffin, 2014;Babić, Savović & Domanović, 2014). L. Nemanich and R. Keller (2007) investigated the influence of transformational leadership on the acceptance of acquisitions, employees' satisfaction and employees' performance.…”

“…Određene studije istraživale su uticaj transformacionog liderstva i performansi preduzeća (Garcia-Morales, LlorensMontes & Verdu-Jover, 2008;. Određene studije istraživale su vezu između različitih dimenzija transformacionog liderstva i performansi (Podsakoff, MacKenzie, Moorman & Fetter, 1990;Howell & Avolio, 1993;Nemanich & Keller, 2007;Rafferty & Griffin, 2014;Babić, Savović & Domanović, 2014). L. Nemanich i R. Keller (2007) istraživali su uticaj transformacionog liderstva na prihvatanje akvizicija, satisfakciju zaposlenih poslom, kao i na performanse zaposlenih.…”