Chief executive officers (CEOs) have generally held their positions single-handedly and been solely responsible for the performance of their organizations, albeit with the support of boards of directors and other senior level employees. The unique and rare instance of multi-CEOs is a structure where two or more leaders share the top position and are accountable to one another in their various roles. The topic of Co-CEOs has been a relatively untapped, but worthy area of study. This qualitative research study explored the phenomenon of shared leadership through the lived experiences of six Co-CEOs. Through interviews, a narrative inquiry facilitated the collection, analysis, and presentation of their stories. The Co-CEOs individually addressed the following primary request: Please share your story, including the process that led you to become a Co-CEO, and the professional experiences from that decision. Prompting questions were used to clarify as needed. The coding and analysis of the data supported the development of thematic constructs. Eight themes were identified: (a) Clear roles and responsibilities, (b) External perceptions of the title, (c) Like a marriage, (d) Accomplishing more, (e) Valuing a feminine approach, (f) Recognition of diversity, (g) Uncanny connection, and (h) Contemplated decision-making. The study answered the overarching research question: What are the experiences of leaders participating in co-leadership positions? The shared leadership model is an innovative way to address the unique organizational needs in our world’s everchanging environments.
|School:||Alliant International University|
|Department:||San Francisco, CSPP|
|School Location:||United States -- California|
|Source:||DAI-A 81/12(E), Dissertation Abstracts International|
|Subjects:||Organizational behavior, Organization Theory|
|Keywords:||Co-CEOs, Innovative, Model, Shared leadership, Structure|
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