In many companies, two or three executives jointly hold the
responsibilities at the top-from the charismatic CEO who relies on
the operational expertise of a COO, to co-CEOs who trust in
inter-personal bonds to achieve professional results. Their
collaboration is essential if they are to address the dilemmas of
the top job and the demands of today's corporate governance.
Sharing Executive Power examines the behaviour of such duos, trios
and small teams, what roles their members play and how their
professional and inter-personal relationships bind their work
together. It answers some critical questions regarding when and how
such power sharing units form and break up, how they perform and
why they endure. Understanding their dynamics helps improve the
design and composition of corporate power structures. The book is
essential reading for academics, graduates, MBAs, and executives
interested in enhancing teamwork and cooperation at the top.
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