The Leadership Team: Complementary Strengths or Conflicting Agendas?
Harvard Business Review, 1 April 2007
http://digbig.com/4srap
Stephen A. Miles, Michael D. Watkins
"When members of a leadership team play complementary roles, the whole is often greater than the sum of its parts—but such relationships may also result in confusion, especially when members move on. Organisations can learn to enjoy the advantages and minimise the risks of complementarity without sowing the seeds of disaster during succession." [Sub required]