HYBRID MODEL
The interviews with members of the top-management team at the company we studied reveal that they have markedly different views on how the leadership of the organization should proceed on the potential merger. The executive vice president of finance sees the decision as completely in the realm of the CEO (the strong individual), the executive vice president of product development sees a need for buy-in from leaders up and down the chain of command (the hierarchy), the CEO holds to a leadership model that is inclusive in terms of recognizing the talent that can be found inside the company (the pipeline), and the executive vice president of sales and marketing has an even more inclusive perspective that takes into consideration all ...
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