Guide \u00b7 Examples<\/p>\n\n\n\n
In brief<\/span>Shared leadership shows up in practice as a dual leadership in management, as a tandem in the middle, as top-sharing in part-time \u2013 and sometimes as an instructive failure. The following examples illustrate what success and failure hinge on.<\/p>\n\n<\/div>\n\n\n\n Contents<\/strong><\/p>\n\n\n For confidentiality, the following examples are described archetypally, not by name. They bundle patterns I encounter again and again.<\/p>\n\n\n\n Two managing directors share the leadership of a mid-sized company \u2013 clearly split by portfolio, with a written rule for strategic decisions. To the outside they appear united. Success lies less in sympathy than in a clean division of portfolios.<\/p>\n\n\n\n Two people share a department lead, each on fixed days. A shared handover ritual ensures the team is never in doubt about who is currently responsible.<\/p>\n\n\n\n An experienced leader temporarily shares the role with a successor. Knowledge is shared rather than handed over abruptly \u2013 shared leadership as a deliberate handover tool.<\/p>\n\n\n\n Two strong people are appointed as a dual leadership without roles and final decision being clarified. Every decision becomes a power test, the team learns to play them off against each other. After a year the model is ended. The lesson: the people weren’t the problem, the missing structure was.<\/p>\n\n\n\n Aus meiner Praxis<\/p>\n\n I see the fourth example most often \u2013 and afterwards the people involved almost always say the same sentence: \u201cif only we’d clarified that beforehand.\u201d That’s exactly what the readiness check is for.<\/p>\n<\/div>\n\n\n\n Yes, several large companies have been led as a dual leadership at times. What matters isn’t the name but the structure behind it.<\/p>\n\n<\/details>\n\n\n For confidentiality. The patterns matter more than the names.<\/p>\n\n<\/details>\n\n<\/div>\n\n\n\n\n\n
Four examples<\/h2>\n\n\n\n
1 \u00b7 The functioning dual leadership<\/h3>\n\n\n\n
2 \u00b7 The part-time tandem<\/h3>\n\n\n\n
3 \u00b7 The generational change<\/h3>\n\n\n\n
4 \u00b7 The instructive failure<\/h3>\n\n\n\n
What the examples have in common<\/h2>\n\n\n\n
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Frequently asked questions<\/h2>\n\n\n\n
Are there well-known companies with a dual leadership?<\/summary>\n\n
Why are the examples anonymised?<\/summary>\n\n