Salta al menu principale di navigazione Salta al contenuto principale Salta al piè di pagina del sito
FrancoAngeli Journals

Articles

N. 2 (2021)

La diffusione dei modelli di leadership condivisa: un’analisi esplorativa sulle società quotate italiane

DOI
https://doi.org/10.3280/cgrds2-2021oa12542
Inviata
16 settembre 2021
Pubblicato
26-01-2022

Abstract

Il presente lavoro si propone di analizzare il fenomeno della leadership condivisa nelle imprese quotate italiane. In particolare, analizza la diffusione della dual leadership, ovvero la presenza di due amministratori delegati (co-AD), in contrapposizione alla tradizionale leadership unitaria. Recenti studi indicano che il fenomeno della leadership condivisa è in crescita a livello internazionale. La letteratura sottolinea anche che la nomina di co-AD è una delle possibili risposte organizzative per gestire efficacemente la crescente complessità esterna. La nomina di co-AD consentirebbe, infatti, all’impresa di ampliare la gamma di competenze ed esperienze manageriali disponibili. In questo lavoro, analizziamo tale fenomeno con riferimento alle imprese quotate italiane nel periodo 2005-2014. I risultati dello studio confermano la diffusione crescente della leadership condivisa, soprattutto nelle imprese familiari. Essi forniscono, inoltre, alcune utili indicazioni in merito alla selezione dei top manager e alla configurazione della leadership ai vertici delle imprese.

Riferimenti bibliografici

  1. Alvarez J.L., Svejenova S. (2005). Sharing Executive Power: Roles and Relationships at the Top, New York: Cambridge University Press.
  2. Alvarez J.L., Svejenova S., Vives L. (2007). Leading in Pairs. Sloan Management Review, 48(4): 10-14. -- Available at: https://search-ebscohostcom.ezproxy.uniroma1.it/login.aspx?direct=true&db=bth&AN=25804789&lang=it&site=ehost-live&scope=site.
  3. Arena M.P., Ferris S.P., Unlu E. (2011). It takes two: The incidence and effectiveness of co-CEOs, Financial Review, 46(3): 385-412. DOI: 10.1111/j.1540-6288.2011.00305.x.
  4. Arnone M., Stumpf S.A. (2010). Shared leadership: From rivals to co-CEOs, Strategy & Leadership, 38(2): 15-21. DOI: 10.1108/10878571011029019.
  5. Avolio B., Walumbwa F., Weber T. (2009). Leadership: Current theories, research, and future directions, Annual Review of Psycology, 60(1): 421-449. DOI: 10.1146/annurev.psych.60.110707.163621.
  6. Bantel, K.A., Jackson, S.E. (1989). Top management and innovations in banking: does the composition of the top team make a difference? Strategic Management Journal, vol. 10, pp. 107-124. DOI: 10.1002/smj.4250100709.
  7. Barnard C.I. (1968). The Functions of the Executive, Cambridge, MA: Harvard University Press.
  8. Burke C.S., Fiore S.M., Salas E. (2003). The role of shared cognition in enabling shared leadership and team adaptability. In: Pearce C.L., Conger J.A. (Eds.). Shared leadership: Reframing the hows and whys of leadership. Thousand Oaks, CA: Sage Publishers, pp. 103-122.
  9. Carson J.B., Tesluk P.E., Marrone J.A. (2007). Shared leadership in teams: an investigation of antecedent conditions and performance, Academy of Management Journal, 50(5): 1217-1234. DOI: 10.5465/amj.2007.20159921.
  10. Cater J.J. III, Justis R.T. (2010). The development and implementation of shared leadership in multi-generational family firms. Management Research Review, 33(6): 563-585. DOI: 10.1108/01409171011050190.
  11. Chen G., Chittoor R., Vissa B. (2021). Does nepotism run in the family? CEO pay and pay‐performance sensitivity in Indian family firms. Strategic Management Journal, 42(7): 1326-1343. DOI: 10.1002/smj.3263.
  12. Choi Y.S., Hyeon J., Jung T., Lee W.J. (2018). Audit pricing of shared leadership, Emerging Markets Finance and Trade, 5(42): 336-358. DOI: 10.1080/1540496X.2017.1348292.
  13. Conger J., Kanungo R.N. (1998). Charismatic Leadership in Organizations, Thousand Oaks, CA: Sage Publishers.
  14. Cox J.F., Pearce C.L., Perry M.L. (2003). Toward a model of shared leadership and distributed influence in the innovation process. In: Pearce C.L., Conger J.A. (Eds.). Shared leadership: Reframing the hows and whys of leadership. Thousand Oaks, CA: Sage Publishers, pp. 48-76.
  15. Dalton D.R., Daily C.M., Ellstrand A.E., Johnson J.L. (1998). Meta-analytic reviews of board composition, leadership structure, and financial performance, Strategic Management Journal, 19: 269-290. DOI: 10.1002/(SICI)1097-0266(199803)19:3<269::AID-SMJ950>3.0.CO;2-K.
  16. Day D.V., Gronn P., Salas E. (2006). Leadership in team-based organizations: On the threshold of a new era. The Leadership Quarterly, 17(3): 211-216. DOI: 10.1016/j.leaqua.2006.02.001.
  17. Dennis S., Ramsey D., Turner C. (2009). Dual or Duel: Co-CEOs and Firm Performance, Journal of Business & Economic Studies, 15(1): 1-25. -- Available at: https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=38591585&lang=it&site=ehost-live&scope=site.
  18. Fayol H. (1949). General and Industrial Administration, New York: Pitman.
  19. Finkelstein S. (1992). Power in top management teams: dimensions, measurement, and validation, Academy of Management Journal, 35(3): 505-538. DOI: 10.5465/256485.
  20. Finkelstein S., D’Aveni R.A. (1994). CEO duality as a double-edged sword: How boards of directors balance entrenchment avoidance and unity of command, Academy of Management Journal, 37: 1079-1108. DOI: 10.5465/256667.
  21. Frauenheim E. (2009). Co-CEOs: Two at the top. Workforce Management, 88(6): 40. -- Available at: https://search-ebscohost-com.ezproxy.uniroma1.it/login.aspx?direct=true&db=bth&AN=41787080&lang=it&site=ehost-live&scope=site.
  22. Gulick L., Urwick L. (1937). Papers in the science of administration. In Ott J.S., Shafritz J. (eds). Classics in Organizational Theory. Chicago, IL: The Dorsey Press, pp. 87-102.
  23. Hambrick D.C., Mason P. (1984). Upper echelons: the organization as a reflection of its top managers, Academy of Management Review, 9: 193-206. DOI: 10.5465/amr.1984.4277628.
  24. Hasija D.B., Ellstrand A.E., Worrell D.L., Fowler H.D. (2017). Two heads may be more responsible than one: Co-CEOs and corporate social performance, Journal of Management Policy and Practice, 18(2): 9-21. -- Available at: https://search-ebscohostcom.ezproxy.uniroma1.it/login.aspx?direct=true&db=bth&AN=129237903&lang=it&site=ehost-live&scope=site.
  25. Jackson S.E. (1992). Consequence of group composition for the interpersonal dynamics of strategic issue processing. In: Shrivastava P., Huff A.S., Dutton J.E. (Eds.). Advances in strategic management. Greenwich, CT: JAI Press, pp. 345-382.
  26. Jayaraman N., Khorana A., Nelling E., Covin J. (2000). CEO Founder Status and Firm Financial Performance, Strategic Management Journal, 21(12): 1215-1224. DOI: 10.1002/1097-0266(200012)21:12<1215::AID-SMJ146>3.0.CO;2-0.
  27. Krause R., Priem R., Love L. (2015). Who’s in charge here? Co-CEOs, power gaps, and firm performance. Strategic Management Journal, 36(13): 2099-2110. DOI: 10.1002/smj.2325.
  28. McNulty T., Zattoni A., Douglas T. (2013). Developing corporate governance research through qualitative methods: a review of previous studies. Corporate Governance: An International Review, 21(2):183-198. DOI: 10.1111/corg.12006.
  29. O’Toole J. (2001). When leadership is an organizational trait. In: Bennis W., Spreitzer G.M., Cummings T.G. (Eds.). The future of leadership. San Francisco: Jossey-Bass.
  30. O’Toole J., Galbraith J., Lawler E.E. III (2002). When two (or more) heads are better than one: The promise and pitfalls of shared leadership, California Management Review, 44: 65-83. DOI: 10.2307/41166143.
  31. Pearce C.L., Conger J.A. (2003). Shared Leadership: Reframing the how’s and why’s of Leadership, Thousand Oaks, CA: Sage Publications Inc.
  32. Pearce C.L., Sims H.P. (2000). Shared leadership: Toward a multi-level theory of leadership. In: Beyerlein M., Johnson D., Beyerlein S. (Eds.). Advances in the Interdisciplinary Studies of Work Teams. New York, NY: JAI Press, vol. 7, pp. 115-139.
  33. Sally D. (2002). Co-leadership: Lessons from republican Rome. California Management Review, 44(4): 84-99. DOI: 10.2307/41166144.
  34. Simon H.A. (1997). Administrative Behavior: A Study of Decision-making Processes. In: Administrative Organizations (3rd edn). New York: Collier Macmillan.
  35. Schulze W.S., Lubatkin M.H., Dino R.N. (2002). Altruism, agency, and the competitiveness of family firms. Managerial Decision Economics, 23(4-5): 247-259. DOI: 10.1002/mde.1064.
  36. Villalonga B., Amit R. (2006). How do family ownership, control and management affect firm value? Journal of Financial Economics, 80(2): 385-417. DOI: 10.1016/j.jfineco.2004.12.005.
  37. Zattoni A. (2019). The evolution of corporate governance in Italy: formal convergence or path-dependence? Corporate Governance and Research & Development Studies, 1: 13-35. DOI: 10.3280/cgrds1-2019oa8799.

Metriche

Caricamento metriche ...