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How managers should change their style in a business life cycle

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  • Lindell, Martin

Abstract

Martin Lindell discusses the urgent need for top managers to change their style in small entrepreneurial firms during a business life cycle. Although most leadership theories assume it's easy, case studies and practical experience suggest the opposite -- managers find it hard to move from an innovative style when the company is young to task-oriented behaviour in the firm's mature stage. If steps aren't taken early enough, severe crisis will be followed by an external CEO being called in. Lindell discovers that the reason why change in style is so difficult to achieve is that everyone has overlooked the link between management style and the corporate system, structure and values. The corporate context itself must change if managers are to be able to change their own styles effectively and smoothly. Suggestions are made for doing this to avoid crisis.

Suggested Citation

  • Lindell, Martin, 1991. "How managers should change their style in a business life cycle," European Management Journal, Elsevier, vol. 9(3), pages 271-279, September.
    • Handle: RePEc:eee:eurman:v:9:y:1991:i:3:p:271-279
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    Cited by:

    1. Payam Vaseghi & Alireza Vaseghi, 2011. "Preferable Executives’ Cognitive Style By Stage Of The Organization Life Cycle," Global Journal of Business Research, The Institute for Business and Finance Research, vol. 5(5), pages 129-138.
    2. Krause, Ryan & Acharya, Abhijith G. & Covin, Jeffrey G., 2014. "Here I come to save the day: Proposing necessary and sufficient conditions for founder-CEO comeback," Journal of Business Venturing Insights, Elsevier, vol. 1, pages 26-30.

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