A Phenomenological Investigation of Person-Organizational Fit: Characteristics and Leadership Styles

Theoretical framework: Mergers and acquisitions have become an important strategy used by companies to achieve certain organizational goals. However, people-organization fit issues will occur during the post-merger or post-acquisition. Design/methodology/approach: The method in research was carried out using a qualitative-phenomenological approach. Choice of contributes M&A knowledge. Using phenomenological approach, this study incorporates detailed nuances into our understanding role leadership through experienced perspective. Thus, deeper descriptive exploration topic can be obtained. Findings: In study, it is stated that success mergers influenced leader before, after merger/acquisition out. This argues lack attention aspects creates knowledge gap, where little known about M&A, as well its ensuring favorable climate for creating employee person-organizations are appropriate post-M&A process. Research, Practical & Social implications: Previous studies importance leaders help members person-organization fit. relationship acquisition process has also been investigated. Originality/value: concludes general effective style tends Transformational. One styles told informants leader's ability able provide motivation, which line with one "4I" concepts Transformational leadership, namely Inspirational motivation.