Leadership is an important aspect in facilitating an organizational merger. Research indicates that each merger presents a different objective and thus a variety of challenges that require different forms of leadership. Further, the merger type and merger stage influences leadership required to facilitate the merger process. This study examined merger challenges and leadership employed to assist an intercollegiate athletic department merger. Using a single qualitative case study design (i.e., interviews with 57 stakeholders and documents), the findings showed transition leadership challenges included an absence of leadership and stakeholder uncertainty, and the central integration leadership challenge was strategic planning. Transition leadership consisted of creating a transition structure, and a combination of contextual, communicative, supportive, and emotional acknowledgment, while participatory leadership was demonstrated during integration. Implications of these findings suggested that merger facilitation requires recognizing the merger type and its challenges, which informs the leadership required to assist integration.
Kihl, Lisa A. and Schull, Vicki
"Leadership and Facilitating an Intercollegiate Athletic Department Merger,"
Journal of Issues in Intercollegiate Athletics: Vol. 4, Article 18.
Available at: https://scholarcommons.sc.edu/jiia/vol4/iss1/18