Paper Title
Co-Leadership In Organizational Change

This analysis investigates the potential of shared leadership for organizational change. Organizations face ongoing environmental and economic changes. Complexity, dynamics and uncertainty dominate increasingly the corporate world. The cycles of change are getting shorter, but the prediction of necessary changes is difficult, and the extent of important measures to adapt is in the same time getting greater and deeper. Change initiatives and complex implementations in companies generally experience a high failure rate. The reason lies to a high extent in the resistance of the change leaders. Leadership in general affects the success and failure of every type of change project, and the complexity of today’s change environment makes leadership increasingly more challenging. Lack of motivation, knowledge and qualification, uncertainty, overburdening and fear dominate their attitude and behavior. It is getting more and more difficult for any single leader, the so called change agent, to possess all the skills and abilities required in order to competently and successfully lead changes. As a consequence, the way leadership is understood has developed further towards a shared leadership perspective. It offers a suitable model to overcome resistance to change and help to better perform in organizational change.