Beyond representation: Building diverse board leadership teams

2001 ◽  
Vol 2001 (34) ◽  
pp. 77-100 ◽  
Author(s):  
Maria Gitin
Keyword(s):  
Leadership Teams ◽  
Board Leadership

Conclusion

2018 ◽  
Author(s):  
Paul Brooker ◽  
Margaret Hayward
Keyword(s):  
Case Studies ◽  
Political Leadership ◽  
Leadership Teams ◽  
Military Leadership ◽  
Rational Method ◽  
The Political ◽  
Unexpected Findings ◽  
Selection Of

The Conclusion points out that the preceding seven chapters’ examples and case studies have revealed some expected, and some unexpected conclusions. The six main cases revealed some expected uniformity in the leaders’ selection of rational methods. There was less uniformity, however, in the choice of the methods they emphasized, whether due to their personal preferences or to the circumstances they were facing. Two unexpected findings were the addition of a seventh appropriate rational method—learning—and the prevalence of dual-leadership teams. The conclusion goes on to suggest that this book’s theory and approach should be applied to versions of military leadership and to the political leadership of contemporary democracies.

Dual leadership in a hospital practice

2017 ◽  
Vol 30 (1) ◽  
pp. 101-112 ◽  
Author(s):  
Bettina Ravnborg Thude ◽  
Svend Erik Thomsen ◽  
Egon Stenager ◽  
Erik Hollnagel
Keyword(s):  
Health Care ◽  
Qualitative Study ◽  
Design Methodology ◽  
Leadership Teams ◽  
Decision Processes ◽  
Power Balance ◽  
Structured Interviews ◽  
Hospital Practice ◽  
Content Type ◽  
Danish Hospital

Purpose Despite the practice of dual leadership in many organizations, there is relatively little research on the topic. Dual leadership means two leaders share the leadership task and are held jointly accountable for the results of the unit. To better understand how dual leadership works, this study aims to analyse three different dual leadership pairs at a Danish hospital. Furthermore, this study develops a tool to characterize dual leadership teams from each other. Design/methodology/approach This is a qualitative study using semi-structured interviews. Six leaders were interviewed to clarify how dual leadership works in a hospital context. All interviews were transcribed and coded. During coding, focus was on the nine principles found in the literature and another principle was found by looking at the themes that were generic for all six interviews. Findings Results indicate that power balance, personal relations and decision processes are important factors for creating efficient dual leaderships. The study develops a categorizing tool to use for further research or for organizations, to describe and analyse dual leaderships. Originality/value The study describes dual leadership in the hospital context and develops a categorizing tool for being able to distinguish dual leadership teams from each other. It is important to reveal if there are any indicators that can be used for optimising dual leadership teams in the health-care sector and in other organisations.

Board Leadership

10.1002/bl.61 ◽  
2002 ◽  
Vol 2002 (61) ◽  
pp. 1-8
Keyword(s):  
Board Leadership

Board Leadership

10.1002/bl.57 ◽  
2001 ◽  
Vol 2001 (57) ◽  
pp. 1-8
Keyword(s):  
Board Leadership

Board Leadership

10.1002/bl.53 ◽  
2001 ◽  
Vol 2001 (53) ◽  
pp. 1-8
Keyword(s):  
Board Leadership

Board Leadership

10.1002/bl.52 ◽  
2000 ◽  
Vol 2000 (52) ◽  
pp. 1-8
Keyword(s):  
Board Leadership

Board Leadership

10.1002/bl.50 ◽  
2000 ◽  
Vol 2000 (50) ◽  
pp. 1-8
Keyword(s):  
Board Leadership
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