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Match your merger integration strategy and leadership style to your merger type

Barbara Lind (Vice President at The Concours Group, specializes in merger and acquisition integration, organization development, and human capital management programs (bjlind@concoursgroup.com).)
John Stevens (Management Psychologist, is founder and Managing Partner of Knickerbocker & Stevens, Inc., a consultancy specializing in executive talent assessment, leadership development and change management (jstevens@consultks.com).)

Strategy & Leadership

ISSN: 1087-8572

Article publication date: 1 August 2004

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Abstract

For any manager planning the integration of two businesses after a merger/acquisition, this article provides a methodology you can use to customize your approach. To be successful, the leaders must match their decisions and behaviors to the type of merger they are managing. Leadership style and actions do make a difference. Many “dos and don’ts” are cited. Successfully merging companies, especially those where people and relationships are all important, calls for a more thoughtful, creative and differentiated approach to integration. In contrast, a fast, decisive and highly directive (even autocratic) approach works best in situations where the two entities make similar products or share many customer segments.

Keywords

Citation

Lind, B. and Stevens, J. (2004), "Match your merger integration strategy and leadership style to your merger type", Strategy & Leadership, Vol. 32 No. 4, pp. 10-16. https://doi.org/10.1108/10878570410547652

Publisher

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited