Guide \u00b7 Dual leadership<\/p>\n\n\n\n
In brief<\/span>A dual leadership is shared leadership at the top by two equal people, usually with separate portfolios. It offers more perspectives and resilience but requires clear responsibilities, a decision rule for disagreement and a united outward presence.<\/p>\n\n<\/div>\n\n\n\n Contents<\/strong><\/p>\n\n\n A dual leadership<\/strong> exists when two equal people jointly carry the highest responsibility \u2013 in management, on the board or in an area lead. Characteristic are two full roles (not one shared) and usually a split by portfolio.<\/p>\n\n\n\n Aus meiner Praxis<\/p>\n\n I’ve seen dual leaderships fail and succeed \u2013 the difference lay almost never in sympathy, but in whether these three tipping points had been thought through beforehand. Those who solve them only in the moment usually solve them badly.<\/p>\n<\/div>\n\n\n\n Known patterns and archetypal cases are described in dual-leadership examples<\/a>. For guiding a concrete dual leadership: dual-leadership coaching<\/a>.<\/p>\n\n\n\n In a dual leadership each has a full role; in a tandem two people share one role.<\/p>\n\n<\/details>\n\n\n Yes, multiple managing directors are legally common. The details of representation authority are set in the articles of association.<\/p>\n\n<\/details>\n\n\n Usually on unclear portfolios and a missing disagreement rule \u2013 rarely on the people themselves.<\/p>\n\n<\/details>\n\n<\/div>\n\n\n\n\n\n
What defines a dual leadership<\/h2>\n\n\n\n
Benefits & risks<\/h2>\n\n\n\n
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Three tipping points where it’s decided<\/h2>\n\n\n\n
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Frequently asked questions<\/h2>\n\n\n\n
What’s the difference between dual leadership and a leadership tandem?<\/summary>\n\n
Is a dual leadership permissible in a limited company?<\/summary>\n\n
Why do dual leaderships fail?<\/summary>\n\n