Collaborative leadership dynamics
Purpose: Engaging a former dual Chief Executive Officer (CEO)-chair as the chairperson while appointing a new CEO retains the expertise of the incumbent and minimizes disruptions during leadership transitions. Although existing research has examined various aspects of the division of CEO and chair r...
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| المؤلف الرئيسي: | |
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| مؤلفون آخرون: | , , , |
| التنسيق: | article |
| منشور في: |
2025
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| الوصول للمادة أونلاين: | http://hdl.handle.net/11675/14381 https: |
| الوسوم: |
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| _version_ | 1870679715444948993 |
|---|---|
| author | AlReshaid, Faisal |
| author2 | Gra'a, Ana Ikwuegbu, Obinna Park, Kathleen Marshall Vogel, Bernd |
| author2_role | author author author author |
| author_facet | AlReshaid, Faisal Gra'a, Ana Ikwuegbu, Obinna Park, Kathleen Marshall Vogel, Bernd |
| author_role | author |
| dc.creator.none.fl_str_mv | AlReshaid, Faisal Gra'a, Ana Ikwuegbu, Obinna Park, Kathleen Marshall Vogel, Bernd |
| dc.date.none.fl_str_mv | 2025-09-22 2026-06-03T08:03:01Z 2026-06-03T08:03:01Z |
| dc.identifier.none.fl_str_mv | 10.1108/JSMA-04-2025-0125 http://hdl.handle.net/11675/14381 https: www.scopus.com/pages/publications/105017130499 |
| dc.publisher.none.fl_str_mv | Emerald Group Publishing Ltd. |
| dc.relation.none.fl_str_mv | Department of Management- CBE Journal of Strategy and Management |
| dc.title.none.fl_str_mv | Collaborative leadership dynamics |
| dc.type.none.fl_str_mv | Article info:eu-repo/semantics/publishedVersion info:eu-repo/semantics/article |
| description | Purpose: Engaging a former dual Chief Executive Officer (CEO)-chair as the chairperson while appointing a new CEO retains the expertise of the incumbent and minimizes disruptions during leadership transitions. Although existing research has examined various aspects of the division of CEO and chair roles,such as power dynamics, succession patterns and leadership during crises, there are still significant gaps in understanding how organizations can effectively harness the collaborative potential of two leaders while refining their distinct roles. Design/methodology/approach.This study leverages qualitative data from an emerging market context where the statutory separation of chair and CEO roles has been implemented. This study pursued 22 semi-structured interviews in total with chair, CEO and top managers. Findings. The findings reveal that successful role separation requires deliberate and ongoing co-creation and negotiation of the chair and CEO roles, with mutual adaptation crucial to navigating power dynamics and relational tensions. Additionally, the effectiveness of the transition significantly hinges on clear role boundaries and proactive relational management among top executives. Originality/value. We explore how the individual who previously held the dual role collaborates with the successor in one of the newly separated top positions. Additionally, we examine the broader implications for organizational functioning, offering strategic insights for organizations globally as they adapt to the growing trend of separating top executive roles in leadership and governance. |
| format | article |
| id | AUKR_7ae690a7e8d2165eee118869c7f67e4b |
| identifier_str_mv | 10.1108/JSMA-04-2025-0125 www.scopus.com/pages/publications/105017130499 |
| network_acronym_str | AUKR |
| network_name_str | AU Kuwait Rep |
| oai_identifier_str | oai:dspace.auk.edu.kw:11675/14381 |
| publishDate | 2025 |
| publisher.none.fl_str_mv | Emerald Group Publishing Ltd. |
| repository.mail.fl_str_mv | |
| repository.name.fl_str_mv | |
| repository_id_str | |
| spelling | Collaborative leadership dynamicsAlReshaid, FaisalGra'a, AnaIkwuegbu, ObinnaPark, Kathleen MarshallVogel, BerndPurpose: Engaging a former dual Chief Executive Officer (CEO)-chair as the chairperson while appointing a new CEO retains the expertise of the incumbent and minimizes disruptions during leadership transitions. Although existing research has examined various aspects of the division of CEO and chair roles,such as power dynamics, succession patterns and leadership during crises, there are still significant gaps in understanding how organizations can effectively harness the collaborative potential of two leaders while refining their distinct roles. Design/methodology/approach.This study leverages qualitative data from an emerging market context where the statutory separation of chair and CEO roles has been implemented. This study pursued 22 semi-structured interviews in total with chair, CEO and top managers. Findings. The findings reveal that successful role separation requires deliberate and ongoing co-creation and negotiation of the chair and CEO roles, with mutual adaptation crucial to navigating power dynamics and relational tensions. Additionally, the effectiveness of the transition significantly hinges on clear role boundaries and proactive relational management among top executives. Originality/value. We explore how the individual who previously held the dual role collaborates with the successor in one of the newly separated top positions. Additionally, we examine the broader implications for organizational functioning, offering strategic insights for organizations globally as they adapt to the growing trend of separating top executive roles in leadership and governance.Emerald Group Publishing Ltd.2026-06-03T08:03:01Z2026-06-03T08:03:01Z2025-09-22Articleinfo:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/article10.1108/JSMA-04-2025-0125http://hdl.handle.net/11675/14381https:www.scopus.com/pages/publications/105017130499Department of Management- CBEJournal of Strategy and Managementoai:dspace.auk.edu.kw:11675/143812026-06-03T08:51:32Z |
| spellingShingle | Collaborative leadership dynamics AlReshaid, Faisal |
| status_str | publishedVersion |
| title | Collaborative leadership dynamics |
| title_full | Collaborative leadership dynamics |
| title_fullStr | Collaborative leadership dynamics |
| title_full_unstemmed | Collaborative leadership dynamics |
| title_short | Collaborative leadership dynamics |
| title_sort | Collaborative leadership dynamics |
| url | http://hdl.handle.net/11675/14381 https: |