Two heads are better than one, but there can only be one top dog—and for good reason. When high-ranking leaders work together, turnover and worsened organizational performance often result, finds a new study presented at the annual meeting of the Academy of Management. But the problem isn’t ego; it’s paranoia.
In a set of experiments, Lindred L. Greer, associate professor of organizational behavior at the Stanford Graduate School of Business, and Emma Y. Zhoa, postdoctoral fellow at Tepper School of Business at Carnegie Mellon University, examined the kinds of struggles that happen in high-powered versus low-powered teams.
