A Reconsideration of Corporate Monarchy: Evaluating the Literature and Logic Surrounding Co-CEOs

By Jamin Andreas Hübner and Nicholas Gausling

Abstract: Concepts of power in business management and workplace dynamics are slowly evolving out of their modern foundations into new territory. The increasing frequency of corporate co-CEO structures is one such instance, with an emerging consensus that this shared leadership model produces positive results. Dissenting voices on co-CEOs indicate a need for managers, executives, and entrepreneurs alike to reassess the larger theoretical problems surrounding traditional ideas and models of leadership (i.e., solitary CEOs). In light of the social theory of Foucault (1979) and organizational framework of Clegg (2003), this article surveys the extant empirical literature on co-CEOs, discusses the logic of shared executive leadership, rhetorical and discursive biases against co-CEOs, and the curious lack of democracy at the workplace. It concludes that such power-sharing remains underrated for management strategies and productive success, and should therefore be encouraged.

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