Abstract
CEO leadership style is relevant for employees’ attitudes (e.g., Wang, Tsui, & Xin, 2011) and organizational performance (e.g., Ling, Simsek, Lubatkin, & Veiga, 2008b). When a CEO succession, as the formal change of this leadership position, occurs, there are many changes which follow this event (e.g., Barron, Chulkov, & Waddell, 2011; Friedman & Saul, 1991; Kesner & Dalton, 1994) and it is likely that stakeholders will question how the new CEO will behave. Leadership style (dis)similarity, as the extent to which the new CEO leadership behavior is similar to that of the previous CEO, is the phenomenon under investigation in this thesis.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
Author information
Authors and Affiliations
Corresponding author
Rights and permissions
Copyright information
© 2019 Springer Fachmedien Wiesbaden GmbH, part of Springer Nature
About this chapter
Cite this chapter
Pratelli, C. (2019). Introduction. In: CEO Succession, Leadership, and (Dis)similarity . Familienunternehmen und KMU. Springer Gabler, Wiesbaden. https://doi.org/10.1007/978-3-658-24819-2_1
Download citation
DOI: https://doi.org/10.1007/978-3-658-24819-2_1
Publisher Name: Springer Gabler, Wiesbaden
Print ISBN: 978-3-658-24818-5
Online ISBN: 978-3-658-24819-2
eBook Packages: Business and ManagementBusiness and Management (R0)