Leaders guide and shape the success of mergers and acquisitions (M&A) to meet an organization’s goals and objectives. In this study, I explored the role of leadership during M&A and the effect of different leadership behaviors, practices, and styles (BPS) on different organizational cultures during M&A. This study explored the contribution of leadership BPS on M&A outcomes within an organization with a robust and innovative culture. I focused on the human capital investment strategies of M&A integration concerning different leadership BPS utilized to improve the success rate of M&A goals and objectives. I concentrated on technology-based organizations because they are inherently rich in innovative culture in the US to develop a more profound understanding of how leaders can improve performance objectives during M&A integration. This study showed the importance of a company's goals, executive leadership, department leadership, and employees working simultaneously toward executing an optimal M&A leadership strategy. The conceptual model was presented represents M&A leadership opportunities that may contribute to successful M&A outcomes or to a high risk of failure. The interview findings support that leaders are critical in guiding employees' knowledge, skills, and abilities during organizational change. The analysis and interpretation of this study showed the importance of understanding leadership BPS during M&A, contributing to an organization’s performance objectives through the creation of a M&A leadership BPS model. The alignment of ODC activities was presented with an M&A leadership BPS model including strategies and techniques utilized for the purpose of improving both organizational and individual performance.

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Dr. Greg G Wang, Dr. Rochell McWhorter, Dr. Vivek Pandey


Doctor of Philosophy