Sharing executive power : roles and relationships at the top

In many companies, two or three executives jointly hold the responsibilities at the top-from the charismatic CEO who relies on the operational expertise of a COO, to co-CEOs who trust in inter-personal bonds to achieve professional results. Their collaboration is essential if they are to address the dilemmas of the top job and the demands of today's corporate governance. Sharing Executive Power examines the behaviour of such duos, trios and small teams, what roles their members play and how their professional and inter-personal relationships bind their work together. It answers some critical questions regarding when and how such power sharing units form and break up, how they perform and why they endure. Understanding their dynamics helps improve the design and composition of corporate power structures. The book is essential reading for academics, graduates, MBAs, and executives interested in enhancing teamwork and cooperation at the top.

List of figures and tables	p. viii
Acknowledgments	p. ix
Introduction	p. 1
Part I Contingencies and roles in structuring corporate power
1 Contingencies of corporate power structures	p. 29
2 Performing the "infinite job" solo: executive dilemmas, roles, and actions	p. 63
3 Roles and relationships as parameters of corporate power structures	p. 84
Part II Small numbers at the top
4 Professional duos	p. 111
5 Trios and bigger executive constellations	p. 143
6 United careers of small numbers at the top	p. 172
Conclusion: From small numbers to corporate governance regimes	p. 203
Appendix	p. 225
References	p. 247
Index	p. 279

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