Is leading from the second chair a new leadership theory? : examining the theoretical underpinnings

Abstract

A burgeoning area of inquiry exists that is concerned with leading from a place of subordination in an organizational context. In what is called “second chair leadership,” this concept metaphorically expresses this unique leadership arrangement. The aim of this research project was two-fold. First, a study was conducted using the techniques of a quasi-systematic literature review to provide an in-depth overview of what has been written about second chair leadership. The main inquiry was to determine how second chair leadership is defined in existing literature. In a final sample of eight publications deemed appropriate for inclusion, a convergence of meanings was established and key research themes were discovered. A second study sought to investigate inherent themes found in second chair leadership. Through a thematic analysis that examined the tenets of second chair leadership, a synthesis of findings is presented and contrasted with existing leadership theories. The main inquiry in a second study was to determine whether second chair leadership truly merited a new leadership theory when compared to existing theoretical frameworks. It was concluded that second chair leadership is characteristic of several existing leadership theories, namely, transformational, servant, ethical, and leader-member exchange. This study contributes to the limited examination of second chair leadership in that it is the first systematic review that surveys all relevant scholarly works. I conclude by discussing the findings of each study and offer several suggestions worthy of future research.