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007			cr |||||||||||
008			181218s2019 gw |||| o |||| 0|eng
010			_a 2019736356
020			_a9783658248192
024	7		_a10.1007/978-3-658-24819-2 _2doi
035			_a(DE-He213)978-3-658-24819-2
040			_aDLC _beng _epn _erda _cDLC _dES-VaUE
072		7	_aBUS041000 _2bisacsh
072		7	_aKJC _2bicssc
072		7	_aKJC _2thema
082	0	4	_a658.4092 _223
100	1		_aPratelli, Cristina. _eauthor.
245	1	0	_aCEO Succession, Leadership, and (Dis)similarity : _bA Mixed Methods Approach _cby Cristina Pratelli.
250			_a1st ed. 2019
264		1	_aWiesbaden _bSpringer Fachmedien Wiesbaden _bImprint: Springer Gabler _c2019.
300			_a1 online resource (XVIII, 222 pages 1 illustrations)
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_atext file _bPDF _2rda
490	1		_aFamilienunternehmen und KMU _x2520-1174
505	0		_aLeadership, Family Business, Cognitive Psychology -- Leadership Style Continuity and Observational Learning -- How Does Leadership Style (Dis)similarity Influence Employees' Attitudes? -- Intra-Family Leadership Succession and Leadership Style (Dis)similarity.
520			_aCEO 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 Psychology Leadership Style Continuity and Observational Learning How 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 business Practitioners 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.
588			_aDescription based on publisher-supplied MARC data.
650		0	_aLeadership.
650		0	_aPersonnel management.
650	1	4	_aBusiness Strategy/Leadership. _0http://scigraph.springernature.com/things/product-market-codes/515010
650	2	4	_aHuman Resource Management. _0http://scigraph.springernature.com/things/product-market-codes/517000
776	0	8	_iPrint version: _tCEO succession, leadership, and (dis)similarity. _z9783658248185 _w(DLC) 2018964144
776	0	8	_iPrinted edition: _z9783658248185
776	0	8	_iPrinted edition: _z9783658248208
830		0	_aFamilienunternehmen und KMU, _x2520-1174
856	4	0	_uhttps://go.openathens.net/redirector/universidadeuropea.es?url=https://doi.org/10.1007/978-3-658-24819-2 _zAcceso a este recurso digital (usuarios Universidad Europea de Valencia)
906			_a0 _bibc _corigres _du _encip _f20 _gy-gencatlg
942			_2lcc _cLE
998			_db