The Development of a Coaching Model for Leaders During a Merger or Acquisition

Date of Award

5-25-2011

Document Type

Undergraduate Capstone Project

Degree Name

Master of Professional Studies

Organizational Unit

University College, Communication Managament

Disciplines

Organiz. & Prof. Communication

First Advisor

Donald Anderson

Keywords

Acquisition, Change management, Change model, Coaching, Merger

Abstract

Mergers and acquisitions are a common and popular method of organizational growth. Ironically, M&As fail at a rate that exceeds 50 percent. While strategic development and negotiations play a role in failure, it is in the post-merger stage that 53 percent fail. Merger success depends on an organization's ability to manage how the change is incorporated into the culture. It is my belief that by teaching the leader how to communicate, motivate and effectively manage the merger process, success will be achieved. My coaching model focuses on this element, placing the leader in a position to communicate openly with team members to discuss the merger, their role in its success, and the benefits it will yield for the organization. My model is proactive, and will give leaders the tools needed for a successful integration.

Publication Statement

Copyright is held by the author. Permanently suppressed.

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