Transformational leadership in an acquisition: A field study of employees

By Louise A. Nemanich, Robert T. Keller. 2007

426 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/12e3fcf87fbade7107ae42848184e4e9ebc3a99d

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In Demography

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

The Challenge of Integration: A Review of the M&A Integration Literature (2017, background): “Others have suggested that neo-charismatic and transformational leaders are most effective (Covin et al. 1997; Nemanich and Keller 2007; Nemanich and Vera 2009; Tikhomirov and Spangler 2010; Waldman and Javidan 2009).”
The Influence of Transformational Leadership and Leader Attitudes on Subordinate Attitudes and Implementation Success (2019, background): “…which transformational leadership affects change outcomes (e.g., Bass, Avolio, Jung, & Berson, 2003; Carter, Armenakis, Feild, & Mossholder, 2013; Nemanich & Keller, 2007), it has not addressed whether it is leaders’ behaviors or their attitudes that are more critical for predicting employee…”
Transformational leadership and commitment: A multilevel analysis of group-level influences and mediating processes (2010, background): “Some prior research has focused on climate constructs as mediators between transformational leadership and personal/organizational outcome variables (e.g., Barling, Loughlin, & Kelloway, 2002; Nemanich & Keller, 2007).”
“I’m Not Mopping the Floors, I’m Putting a Man on the Moon”: How NASA Leaders Enhanced the Meaningfulness of Work by Changing the Meaning of Work (2018, background): “Some leaders who convey the organization’s ultimate aspirations motivate employees by infusing work with a greater sense of significance (Sparks and Schenk, 2001; Whittington, Goodwin, and Murray, 2004; Nemanich and Keller, 2007).”
Role of transformational and transactional leadership on job satisfaction and career satisfaction (2010, background): “Transformational leaders also help in the acceptance of organizational change (Bommer et al., 2004) especially when it is about accepting technology and acquisition (Schepers et al., 2005; Nemanich and Keller, 2007).”
The effects of transformational leadership on followers’ perceived work characteristics and psychological well-being: A longitudinal study (2008, background): “…(Avolio, Zhu, Koh, & Bhatia, 2004; Jung & Sosik, 2002), trust and value congruence (Jung & Avolio, 2000), cohesiveness and collective efficacy (Jung & Sosik, 2002), and goal clarity and support for creative thinking (Nemanich & Keller, 2007) have all been found to mediate this relationship.”
A (Blurry) Vision of the Future: How Leader Rhetoric about Ultimate Goals Influences Performance (2014, background): “Indeed, some scholars have suggested that communicating purpose is the most central of all leader behaviors, because it imbues work with meaning and direction (Nemanich & Keller, 2007; Shamir, House, & Arthur, 1993; van Knippenberg & Sitkin, 2013).”
Critical success factors through the Mergers and Acquisitions process:revealing pre- and post- M&A connections for improved performance (2013, background): “…in establishing clear company direction and managing the necessary change during the integration process will inevitably result in failure (Angwin & Meadows, 2009; Hyde & Paterson, 2002; Kitching, 1967; Nemanich & Keller, 2007; Schweiger et al., 1993; Sitkin & Pablo, 2005; Vasilaki, 2011a, 2011b).”
Leaders’ Impact on Organizational Change: Bridging Theoretical and Methodological Chasms (2019, background): “…studies, the effects of leadership were mediated by eliciting trust (Agote et al., 2016;Nohe&Michaelis, 2016; Sackmannet al., 2009), fairness (Wu et al., 2007), empowerment (DeCelles et al., 2013) or a climate that supports creative thinking and emphasizes goal clarity (Nemanich & Keller, 2007).”