When facing difficult challenges or complex problems it is often said two heads are better than one. Co-leadership is the embodiment of this approach, as a pair of leaders work together to share responsibility for guiding an organisation, and is already widely practiced in the theatre sector where Artistic and Executive Directors regularly act as co-CEOs.
The past few years have seen a growth in interest in co-leadership across a range of sectors internationally, driven by the increasing demands on leaders meaning the CEO role has unrealistic for one person and a desire to increase diversity and widen the talent pool. Co-leadership has been found to offer competitive advantage by widening the leadership capabilities and perspectives available to organisations facing unparalleled challenges in this VUCA (volatile, uncertain, complex and ambiguous) operating environment. Studies have demonstrated that in complex organisations co-leadership improves organisational performance and supports the development of leaders and when co-leadership increases diversity, providing this diversity is complementary and well-managed, then it can lead to greater innovation, richer solutions and increased productivity.
However, co-leadership is still an emerging model and relatively little information is available as to how it works, the benefits of co-leadership and how to support co-leadership well. This website aims to fill this gap in information and new case studies and resources are added regularly.
The site was created and is maintained by Dr Claire Antrobus - an independent leadership coach and researcher.
If you have a co-leadership story, or research around co-leadership, you'd like to share please get in touch.