Leadership in Tandem: "Companies would do well to introduce shared leadership models on a broad scale"

Topsharing is gaining importance as an alternative to the single-leadership model. Although coordination within a tandem takes time, shared leadership models increase resilience and decision-making quality. Furthermore, companies benefit from complementary skills and a higher level of protection against absences.

Leadership in Tandem: Companies do well to introduce shared leadership models on a broad scale

The classic structure of the hierarchical single leader is coming under increasing pressure. As current developments in October 2026 show, the model of top sharing – the division of a leadership position between two people – is increasingly becoming a focus of corporate management. While shared leadership positions have so far been the exception in many German companies, pioneers are now reporting on their practical experiences with this model. Although the coordination between two executives measurably takes up more time, expert reports suggest that the long-term benefits for resilience and decision-making quality within organizations outweigh the costs.

Strategic advantages versus additional time expenditure

The main point of criticism regarding top sharing remains the efficiency of communication. The necessity to coordinate strategic decisions internally before they are communicated externally inevitably leads to a higher time budget for internal processes. However, two companies that have already implemented this model point to the complementary distribution of knowledge. By pooling different competence profiles into a single position, complex challenges can often be solved more soundly than would be possible for a single individual. Furthermore, the tandem model serves as a safeguard against personnel absences and increases the employer's attractiveness for highly qualified specialists who wish to combine leadership with flexible working time models.

Relevance for management education and the MBA market

This development has direct implications for academic management education. MBA programs in the DACH region are increasingly integrating modules on collaborative leadership and shared leadership into their curricula. For students and interested parties, this means a shift in the required competencies: away from authoritarian decision management towards pronounced moderation and cooperation skills. Today, the classic general management degree no longer just prepares students for a vertical career, but provides the tools for working in multi-professional tandems, which are perceived as more stable, particularly in volatile markets.