| Summary: | 碩士 === 國立東華大學 === 企業管理學系 === 98 === Leader plays an important role in a company as an organizational leader of strategy planning and decision making; therefore his tenure usually depends on organizational performance. Leader usually faces dismission because of bad organizational performance, unsatisfactory financial statements, low share prices, or poor business strategy. Furthermore, large companies often take leader succession as a turning point of driving organizational change or changing the direction of strategy. Thus, issues of leader succession and successor characteristics have been discussed widely.
In this study, several successor characteristics were applied to examine the effects of leader succession on team performance, including successor origin, successor age and a variable which had not been discussed before- decision making styles change between two consecutive leaders (DMS). Through these three perspectives, we investigated that under leader succession, whether successor characteristics affect the performance change (improvement) after succession event, and whether successor origin and age have interaction effect between DMS and performance change (improvement) after succession event.
This study used Chinese Professional Baseball League as a study sample. Our results showed that when leader succession happened, DMS had significant effect on performance change (improvement) after succession event. Although successor origin and successor age did not have direct effect on performance change (improvement) after succession event, there was a partial interaction effect between DMS and performance change (improvement) after succession event.
Given the above results, in this study we found that DMS actually significantly influences performance change (improvement) after succession event; thus, DMS is much more important than successor origin and age when selecting a successor.
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