Abstract:
The continuum of desirable
leadership skills and attributes ranges from long-term vision
to short-term control. It takes a
exceptional person to cover such a broad span, yet both
leadership and entrepreneurship literature tend to focus on the single leader as superperson'
. On the other hand, organisational literature of both growth and survival draws
our attention to the
potential management crisis occurring when initial entrepreneurial
leadership proves inadequate to manage the transition into a more mature organisation
thus
necessitating either a change of leadership or the demise of the organisation. The
need to move between
entrepreneurial and conservative management styles which Slevin
& Covin
(1990) call 'cycling', aptly describes this paradox but their model again
concentrates on the individual. Personal observation
suggested there were many
incidences of a alterative model of successful
leadership cycling, namely the founding
and
leading of a organisation by two people, either affective couples or work associates,
thus
avoiding the need for changes of leadership as the organisation grows.
There has been little
empirical research as to whether this is a appropriate model of
entrepreneurship/leadership even though this could result in a model of the full
leadership
continuum. This research
attempts to remedy this, focusing on the relationship between
joint founder/leaders of organisations, and investigating the effectiveness of this unit of
management in relation to the leadership paradox. As statistics indicate that 5 years seems
to be the watershed in the survival of new
organisations, this study looks at companies
founded and
managed by two people which have continued and developed beyond that
period and seeks to understand what elements in the dyadic relationships may have
contributed to the business' continuance. It has as its aim the
building of a model of
cyclical dyadic leadership which, while set here within the context of business
start-up,
may well have application within the wider corporate setting. The focus is on the people
who choose to work in
partnership and their evolving relationship: how and why such a
relationship is formed, what were their initial intentions for
founding and the effect of that
relationship on the organisation.
This final thesis is
presented as a journey through the process of doing research: it
aims to
report on and analyse both the findings and elements of the actual research
g the way of doing research thus giving insights into both a appropriate way of
doing research and also into the chosen subject matter. This stems from a intrinsic
belief that research
findings and methodology are immediately linked and thus of equal
relevance. The research
employed a realist ontology and used a grounded theory
approach, using a series of longitudinal case studies which employed a variety of
methods which were
adapted and refined as the themes emerged.
The final
proposed dyadic leadership model themes can be outlined as follows:
Intimacy: The working relationship between the dyad , whether based on marriage,
work or
friendship, is a intimate relationship and as such introduces emotional
elements into the work environment which result in a
specic dyadic culture; it is this
relationship which is the reason for founding.
Commonality: The choice of partner drives the decision to found and it is the
commonality of interests, intent and values which is a prerequisite in the choice of
partner; commonality drives the later choices of business strategy, and provides the
ground rules for the business.
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Complementarity: Complementarity of skills is a important factor in the decision to
found and the
early part of the business as it forms the basis for the choice of business
activity and the initial allocation of roles; initial allocation of roles is thus based on
content skills rather than
management skills, and as the business grows, fully
complementary roles are needed to sustain the organisation; inappropriate behaviour
results from both
inappropriate allocation of roles and from problems as the intimate
dyadic relationship operates within a work environment; the subsequent development
of complementary behaviour and management styles become important for the
survival of the
organisation.
Covergence/Divergence: The initial intentions of the dyad shapes the organisational
development by either limiting or facilitating growth; divergence from the original
common intent can be
disruptive as the organisation develops; divergence can also
result in the social context as married
couple's relationships become closer both at
work and
socially while work associates increasingly disassociate work from social
activities.
Organisational Survival: Dyadic founder/manager relationships result in singular
organisations which are strongly influenced by both the emotional and rational
elements of the
relationship; the dyadic start-up can become a extremely successful
organisation when successful cycling of the leadership role takes place between the
partners.