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The most vital element of change management, with respect to post-merger integration is the harmonious integration of corporate culture. Change is a major transition within organizational development, which cuts across all stages of development in organizational growth. Obvious indications exist that when trying to successfully consummate an organizational take over and the organizations involved in the merger and acquisition fail to integrate properly during the post-merger stage, a demerger results. The reasons for this difficulty in implementing successful change management during post-merger integration are due to intertwining factors, such as employee commitment and employee involvement that come to play during this stage. This phenomenology study highlights the difficulties that come with change management and the impact on commitment and involvement during the post-merger integration stage. Evidence how SABMiller Plc. integrated two different extreme cultures are provided.This study provides greater understanding of the influence leadership styles have on post-merger integrations within the organizational settings.