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Towards a model of the right-hand person

Towards a model of the right-hand person Purpose– The purpose of this paper is to propose a model explaining the roles of right-hand person and the factors contributing to the successful relationship between the top executive and the right-hand person. Design/methodology/approach– In-depth qualitative case studies are conducted. Longitudinal observations, interviews with six right-hand persons and the top executives in three organizations are conducted to test the propositions of the model. Findings– Results indicate that different types of congruence between the top executive and the right-hand person are required when the right-hand person is performing the roles of an implementer and joint decision maker. Research limitations/implications– This study extends the leadership literature by investigating the phenomenon of right-hand person of the top executive, which has seldom been studied systematically or scientifically. It provides insights and serves as a stepping stone for future research in this area. One key limitation is that it is a qualitative study with limited samples under investigation. Practical implications– Practical implications concerning how to build up a successful relationship between the top executive and the right-hand person can be drawn from the proposed model. Insight concerning how to collaborate between the top executive and the right-hand person can be drawn from the in-depth case analyses. Social implications– The phenomenon of right-hand person is not limited to business organizations. The collaboration between the key decision maker and his chief assistant should be applicable to other contexts such as non-government organizations. Originality/value– To the best of the knowledge, this is the first paper that investigates the right-hand person phenomenon in the literature. As the right-hand person of the top executive can have important influence on organizational performance, the study may serve as the stepping stone for further understanding of this important phenomenon. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

Towards a model of the right-hand person

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References (68)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0143-7739
DOI
10.1108/LODJ-08-2014-0153
Publisher site
See Article on Publisher Site

Abstract

Purpose– The purpose of this paper is to propose a model explaining the roles of right-hand person and the factors contributing to the successful relationship between the top executive and the right-hand person. Design/methodology/approach– In-depth qualitative case studies are conducted. Longitudinal observations, interviews with six right-hand persons and the top executives in three organizations are conducted to test the propositions of the model. Findings– Results indicate that different types of congruence between the top executive and the right-hand person are required when the right-hand person is performing the roles of an implementer and joint decision maker. Research limitations/implications– This study extends the leadership literature by investigating the phenomenon of right-hand person of the top executive, which has seldom been studied systematically or scientifically. It provides insights and serves as a stepping stone for future research in this area. One key limitation is that it is a qualitative study with limited samples under investigation. Practical implications– Practical implications concerning how to build up a successful relationship between the top executive and the right-hand person can be drawn from the proposed model. Insight concerning how to collaborate between the top executive and the right-hand person can be drawn from the in-depth case analyses. Social implications– The phenomenon of right-hand person is not limited to business organizations. The collaboration between the key decision maker and his chief assistant should be applicable to other contexts such as non-government organizations. Originality/value– To the best of the knowledge, this is the first paper that investigates the right-hand person phenomenon in the literature. As the right-hand person of the top executive can have important influence on organizational performance, the study may serve as the stepping stone for further understanding of this important phenomenon.

Journal

Leadership & Organization Development Journal – Emerald Publishing

Published: Jun 6, 2016

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