Co-leadership: public sector case studies using reciprocal expectations

Abstract

Purpose The paper aims to introduce the reciprocal expectations (RE) approach to co-leadership and outlines the complex environments within which public services operate. Design/methodology/approach A case study of two government departments is undertaken to apply the RE approach within a public services context. Findings The application of the RE approach to co-leadership resulted in the mending of broken relationships, thereby providing the basis for stable, effective government, and restoring Ministerial confidence in the government departments. Practical implications Strong and effective co-leadership can be achieved when attributes of trust, honesty, and clear expectations are facilitated and mutually adopted. Originality/value The organizational context of elected and professional leaders in government is complex, unique, and requires special attention. The RE approach is original, and the case studies contribute to the knowledge of co-leadership and the benefits of the RE approach to good governance practice.