The Leadership Team: Complementary Strengths or Conflicting Agendas?
See to your leadership team's complementarity.
Author(s): Stephen A. Miles, Michael D. Watkins
Publisher: Harvard Business Review
Date of publication: 2007
Read this article on the publisher's website [Harvard Business Review]
Summary
This article underlines the indispensable complementarity between the members of a leadership team, to enable it to meet its challenges, which are multiple and complex. The article first details the various aspects that this complementarity can take on: functional, cognitive, in areas of expertise, in roles embodied both inside and outside the company, etc. It offers some advice on how to build it within the leadership team.
Synopsis
This article is one of the sources used in Manageris’ synopses:
Uniting your executive committee
The members of an executive committee must simultaneously position themselves as defenders of the collective interest and defenders of the issues associated with their specific roles. How can we integrate the diversity of visions in a constructive way?