Our research allowed us to highlight the main advantages and disadvantages of the co-leadership model, backed by data from organizations already implementing it. disadvantages of the co-leadership model, backed by data from organizations already implementing it.
58.54% of respondents cited enhanced creative and strategic problem-solving as a primary benefit of co-leadership, followed by 21.95% who highlighted its role in removing feelings of loneliness and isolation in senior leadership. Interestingly, greater diversity and increased productivity were noted far less frequently, at just 9.76% each.
When it comes to challenges, the most significant concern was leadership incompatibility (37.04%), followed by confusion in the workplace (20.99%) and potential delays in decision-making (19.75%). Unexpectedly, only 16.05% of respondents noted financial implications as a negative.
A unique benefit for advocacy focused organizations
Our qualitative research identified a unique advantage of co-leadership for organizations with a strong advocacy focus. The demands on leaders are constantly increasing—balancing financial pressures, shrinking funding opportunities, and the complexities of remote work and technology often lead to heightened burnout in senior leadership roles.
For advocacy-driven organizations, these pressures can be even more intense. In addition to the usual challenges of leading an impact-driven organization, advocacy leaders are expected to be the public face of their cause. This external-facing role can easily overshadow other leadership responsibilities or vice versa, leaving leaders stretched too thin.
A co-leadership model offers a strategic solution by allowing one co-lead to focus entirely on advocacy and external relations, while the other oversees organizational operations. This ensures that advocacy remains a priority without compromising internal management, enabling the organization to stay engaged with sector trends and maintain a strong, consistent voice.
