CEO Succession, Leadership, and (Dis)similarity

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CEO succession represents a challenge for many companies. The leadership style of the new CEO impacts employees’ attitudes which, in turn, might be biased by the comparison employees make with their previous CEO. Cristina Pratelli investigates how and why leadership style (dis)similarity between the predecessor and the successor develops and affects successor leadership effectiveness. After a literature review and a theoretical model, she presents results from a quantitative study with SMEs in Switzerland as well as a qualitative multiple-case study with family businesses based in Germany, Italy, and Switzerland. This work offers new insights into CEO selection, leadership development, and the effectiveness of organizations. Contents Leadership, Family Business, Cognitive PsychologyLeadership Style Continuity and Observational LearningHow Does Leadership Style (Dis)similarity Influence Employees’ Attitudes?Intra-Family Leadership Succession and Leadership Style (Dis)similarity Target Groups Researchers and students in the fields of management, organizational behavior, HRM, and family businessPractitioners in organizational change, HR, leadership development, and succession, as well as owners and consultants of family businesses The Author Dr. Cristina Pratelli wrote her dissertation under the supervision of Prof. Dr. Andreas Hack at the Institute of Organization and HRM at the University of Bern, Switzerland. She is currently working as consultant for change management and HR transformation.