Abstract
The dual-identity leader (D-IL) is an individual assigned to one job description yet is, in practice, fulfilling an additional position’s role. This secondary role is self-determined; has not been assigned yet is being allowed by those with governance and/or executive authority. Three case examples of the D-IL are presented and discussed as a problematic leadership configuration for an organization. The personal characteristics driving this approach are identified as a foundation for clarifying the organizational consequences of such an executive leader. Preventative and corrective tactics are discussed that eliminate or minimize the adverse impact of the D-IL’s organizational behavior.
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Recommended Citation
Randolph, Yvonne and Wilson, Asa
(2025)
"Organizational Pitfalls of the Dual-Identity Leader,"
Journal of the North American Management Society: Vol. 14:
No.
2, Article 2.
Available at:
https://thekeep.eiu.edu/jnams/vol14/iss2/2
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