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Introduction

  • Cristina PratelliEmail author
Chapter
Part of the Familienunternehmen und KMU book series (KMU)

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.

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Copyright information

© Springer Fachmedien Wiesbaden GmbH, part of Springer Nature 2019

Authors and Affiliations

  1. 1.BernSwitzerland

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