Despite significant progress in gender equality, women remain underrepresented in leadership positions across various sectors. The causes of this disparity are multifaceted, ranging from structural barriers to societal norms and psychological factors. One key issue is responsibility aversion—a reluctance to take on roles that involve making decisions for others, driven by the anticipated emotional costs of guilt, anxiety, and potential blame. Our research investigates whether co-leadership, a model where leadership responsibilities are shared, could provide a viable solution to this persistent gap.
Through a series of online experiments involving over 2,700 participants and an analysis of observational data from 8,145 U.S. corporate boards, we found compelling evidence that co-leadership can mitigate the gender gap in leadership participation. Women, who generally experience higher psychological costs in solo leadership roles, were significantly more willing to lead when these responsibilities were shared with a co-leader. The co-leadership model reduced the anticipated emotional burden of leadership for women, levelling the playing field in terms of willingness to lead.
Moreover, co-leadership attracted a more diverse pool of leaders. Traditional solo-leadership roles often appeal to individuals who are highly competitive and confident, but co-leadership drew individuals with a broader range of traits, including those who may otherwise shy away from leadership positions. Women who opted for co-leadership roles were less competitive than their counterparts in solo-leadership positions, yet their leadership decisions were similar. This finding challenges the notion that only traditionally competitive traits self-select into leadership.
Observational data from U.S. company boards further reinforced these experimental results. Women were more likely to serve as co-chairs than solo chairs, suggesting that the nature of co-leadership aligns better with their preferences and reduces barriers to participation. While these results cannot definitively prove causation, they align with the experimental evidence that co-leadership structures can lower psychological barriers and attract more women to leadership roles.
The implications of these findings are significant for organisations aiming to enhance gender diversity in leadership. Co-leadership offers a practical alternative to traditional leadership models, creating an environment that is more inclusive and supportive of diverse leadership styles. By sharing responsibilities and diffusing the psychological costs of leadership, organisations can encourage broader participation and foster innovation through collaborative decision-making.
Although promising, co-leadership is not without challenges. It may not be suitable for every organisation or industry, and its implementation requires careful consideration of factors such as organisational culture, costs, and governance structures. Future research should explore how co-leadership dynamics evolve in real-world settings and assess their impact on organisational outcomes. Nevertheless, our findings highlight the transformative potential of reimagining leadership structures to address deeply rooted gender disparities and create pathways for a more equitable future.
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