Title: Chapter 13 Interaction and Risk Management in Shared Leadership
Description: "The chapter presents a case from a government agency in Norway, where
two assistant directors share a leadership position and must interact extensively. The
main purpose is to highlight some benefits and challenges related to shared leadership
when it comes to risk prevention and handling unforeseen events. The analysis
is based on a relational perspective that emphasizes that successful interaction between
people requires complementary skills, conceptualized as relational skills. The
chapter concludes that the patterns of interaction and relational skills that develop
during shared leadership can help prevent undesirable events. This is partly because
shared leadership can provide increased capacity in identifying risks. Common
experiences in handling risks and unforeseen events may contribute to learning
that in turn provides the potential for further development of the interactional and
relational skills in shared leadership. At the same time, shared leadership entails
some risks that may impact on the prevention and handling of such events. For
instance, interactional challenges that may arise in a shared leadership may prevent
leaders from discovering potential hazards."
Subjects: Warfare & defence, Society & social sciences, Civil defence