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Führungsstile und der Verbleib von Mitarbeitern in der Post-Akquisitions-Integrationsphase

Author

Listed:
  • Lars Schweizer

    (Johann Wolfgang Goethe-Universität Frankfurt am Main)

  • Holger Patzelt

    (Max-Planck-Institut für Ökonomik)

Abstract

Zusammenfassung Dieser Beitrag untersucht die relative Einflussstärke unterschiedlicher Führungsstile auf die Entscheidung von Mitarbeitern, nach einer Akquisition im neuen Unternehmen zu bleiben. Hierzu wird ein theoretisches Leadershipmodell von Sitkin/Pablo (2004) zugrunde gelegt, das aus sechs Führungsstilen (persönlich, beziehungsfördernd, kontextbezogen, inspirierend, unterstützend, „stewardship“) besteht. Die Relevanz und Einflussstärke der Führungsstile wurde auf Basis einer Conjoint-Studie mit 1600 Entscheidungen von 50 Mitarbeitern überprüft. Es wird gezeigt, dass alle identifizierten Führungsstile einen signifikanten Einfluss auf die Bleibeentscheidung von Mitarbeitern haben und dass neben einem unterstützenden Führungsstil ein kontextbezogener sowie ein inspirierender Führungsstil besondere Bedeutung haben.

Suggested Citation

  • Lars Schweizer & Holger Patzelt, 2008. "Führungsstile und der Verbleib von Mitarbeitern in der Post-Akquisitions-Integrationsphase," Schmalenbach Journal of Business Research, Springer, vol. 60(3), pages 277-297, May.
    • Handle: RePEc:spr:sjobre:v:60:y:2008:i:3:d:10.1007_bf03372795
    DOI: 10.1007/BF03372795
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    References listed on IDEAS

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    Full references (including those not matched with items on IDEAS)

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    More about this item

    Keywords

    Commitment; Leadership Styles; Post-Acquisition-Integration Phase;
    All these keywords.

    JEL classification:

    • L - Industrial Organization
    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation

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