| Keywords [eng] |
Change management dynamics, mergers and acquisitions (M&A), leadership styles, communication strategies, employee engagement, employee resistance, cultural integration, organizational culture dynamics |
| Abstract [eng] |
The following master’s thesis is developed to study how leadership styles and communication strategies influence employee engagement, resistance, and the success of cultural integration in the mergers and acquisitions (M&A) process. That is to say, the thesis examines how these elements collectively influence M&A outcomes and provides specific, actionable recommendations for managers to enhance engagement and reduce resistance in managing change. The Master thesis consists of four principal parts: analysis of literature, research methodology, research results, and conclusions with recommendations. The literature analysis discusses leadership, communication, and cultural integration in the context of their influence on employee engagement and resistance in M&A. The paper considers the challenges and opportunities that these forces collectively present in managing effective organizational integration during periods of change. The author conducted qualitative research through semi-structured interviews with employees, middlelevel managers, and CEOs of the two M&A undergoing organizations. Thematic analysis was then conducted based on Braun and Clarke’s framework of manual assessment to identify major themes concerning leadership styles, communication strategies, cultural integration, and impacts of these factors on employee engagement and resistance. The research revealed that transformational leadership and communication inclusivity were the most vital driving factors for reducing resistance and increasing engagement. It also brought out that cultural diagnostics and alignment are critical precursors that make integration work well. In addition, clear feedback mechanisms via open communication channels were demonstrated to build trust as well as alignment toward organizational goals. 84 The conclusions and recommendations present the major concepts arising from the literature analysis and the findings of the research. The study strongly advocates resilient communication strategies by managers and adaptive leadership styles, with a focus on achieving cultural alignment as a priority for successful integration. This study contributes to the filling of the gap in the literature on how leadership, communication, and cultural integration interact in M&A in actual practice, giving actionable insights for practitioners. The author believes this study’s findings can be utilized by organizational leaders and change management practitioners and will also contribute to further research on this subject through its practical and academic insights. |
