A Phenomenological Investigation of Person-Organizational Fit: Characteristics and Leadership Styles

Abstract

Theoretical framework: Mergers and acquisitions have become an important strategy used by companies to achieve certain organizational goals. However, people-organization fit issues will occur during the post-merger or post-acquisition. Design/methodology/approach: The method used in the research was carried out using a qualitative-phenomenological approach. Choice of method contributes to M&A knowledge. Using a phenomenological approach, this study incorporates detailed nuances into our understanding of the role of leadership during M&A through an experienced perspective. Thus, a deeper descriptive exploration of the topic can be obtained. Findings: In this study, it is stated that the success of mergers and acquisitions is influenced by the role of the leader before, during and after the merger/acquisition is carried out. This study argues that the lack of attention to the leadership aspects of M&A creates a knowledge gap, where little is known about the role of leadership during M&A, as well as its role in ensuring a favorable organizational climate for creating employee person-organizations that are appropriate to the post-M&A process. Research, Practical & Social implications: Previous studies have stated the importance of leaders to help organizational members achieve person-organization fit. The relationship of person-organization fit after the acquisition process has also been investigated. Originality/value: This study concludes that in general an effective leadership style in the M&A process tends to be Transformational. One of the effective leadership styles told by the informants is the leader's ability to be able to provide motivation, which is in line with one of the "4I" concepts of Transformational leadership, namely Inspirational motivation.