The Phenomenon of Collaborative Leadership at Gensler: Work-Life Balance of Co-Leaders

Abstract

This mixed methods phenomenological case study investigates the lived experiences of co-leaders operating within a male-female leadership dyad, with a particular focus on how collaborative leadership influences work-life balance. As organizations increasingly explore shared leadership as a strategy for adaptability and innovation, the co-leadership model - defined by the equal sharing of roles and responsibilities - offers a compelling alternative to traditional hierarchical leadership structures. Grounded in shared leadership theory (Pearce & Conger, 2003) and dual leadership theory (Hasija et al., 2017), this study examines the dynamics of co-leadership within a global architecture and design firm, shedding light on the interpersonal, organizational, and personal factors that shape this unique leadership model. Data were collected through semi-structured interviews and questionnaires with purposefully selected co-leaders who currently serve in leadership roles across multiple offices in the United States. Thematic analysis (Scharp & Sanders, 2019) revealed key findings: the importance of relational trust and aligned values; the effectiveness of complementary skillsets in decision-making; and the strategies co-leaders employ to maintain work-life balance in demanding, high-performance environments. Participants emphasized the value of open communication, mutual accountability, and psychological safety as foundational to successful co-leadership. The findings indicate that co-leadership can enhance organizational effectiveness while also supporting the well-being of leaders – particularly when structures are in place to support shared authority and distributed decision-making. At the same time, the study highlights the complexity of balancing individual autonomy with collective responsibility, and the ongoing negotiation required to align leadership rhythms and professional boundaries. By amplifying the perspectives of co-leaders, this study contributes to a growing body of research on collaborative leadership models and their implications for organizational culture, leadership development, and sustainability in practice. Although not a central focus, the conclusion briefly explores the notion of “genderwashing” (Gardiner et al., 2024) as a cautionary lens when examining gender representation in leadership without substantive structural change. This study offers practical recommendations for organizations considering or currently implementing co-leadership structures, as well as suggestions for future research.