The impact of dimensions of transformational leadership on post-acquisition performance of acquired company

Abstract

Mergers and acquisitions (M&A) are the important mechanisms through which companies can achieve growth, gain access to new markets and diversify their activities. Although companies engage themselves in M&As with optimism, empirical evidence shows that many M&A transactions are not successful. Therefore, research is often focused on the identification of the ways to improve post-acquisition performance. One of the key success factors of M&A is to provide adequate transformational leadership during the process of change, especially in the critical phase of the post-acquisition integration. A transformational leader should provide incentives and support to the employees in order for them to accept changes and focus on achieving challenging goals. This paper explores the impact of the different dimensions of transformational leadership on the post-acquisition performance based on the example of a company operating in the Republic of Serbia’s retail sector, which was the subject of a cross-border acquisition. In order to ensure the adequate representativeness of the sample, a questionnaire was distributed in all parts of the company throughout the Republic of Serbia. The results of this study show that all the dimensions of transformational leadership positively impact post-acquisition performance. The “individual consideration” dimension of transformational leadership has the strongest impact on post-acquisition performance, whereas the “intellectual simulation” dimension has the weakest.