Our study aims at gaining a more fine-grained understanding of non-family CEO leadership effectiveness, focusing on how the adoption of a collegial leadership model involving multiple CEOs (co-CEOs leadership) affects the performance of the non family executives, in combination with family ownership dispersion. Our findings demonstrate the significant impact of the leadership model on the relationship between non-family CEOs leadership and performance, and support the idea that the performance of non-family CEOs is affected by the existence of multiple leaders behaving as “co-agents” and by the presence of multiple constituencies in the family ownership structure.
When do non-family CEOs make the difference? The contextual influence of the leadership model
CORBETTA, GUIDO GIUSEPPE;MINICHILLI, ALESSANDRO;
2012
Abstract
Our study aims at gaining a more fine-grained understanding of non-family CEO leadership effectiveness, focusing on how the adoption of a collegial leadership model involving multiple CEOs (co-CEOs leadership) affects the performance of the non family executives, in combination with family ownership dispersion. Our findings demonstrate the significant impact of the leadership model on the relationship between non-family CEOs leadership and performance, and support the idea that the performance of non-family CEOs is affected by the existence of multiple leaders behaving as “co-agents” and by the presence of multiple constituencies in the family ownership structure.
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