Cultural and experiential differences between leaders and their implications on organisational performance

Studies into the performance implications of leadership succession have provided varied and fragmented results. Using longitudinal data from the English Primer League the cultural and experiential difference of leaders during succession are examined. Contrary to previous research, distance between managers are found to have a positive impact on firm performance. Furthermore, this research also supports current theories that in season succession has negative performance implications for organisations. The research concludes with wider implications for business organisations, as well as mapping out the potential direction for future research