New research turns co-leadership into a practical framework

Dr. Chidimma A. Abuka has released a book and companion workbook that translate doctoral research into a structured co-leadership model for organizations facing more complex leadership demands. The publications aim to help teams evaluate whether shared leadership can improve trust, decision-making and resilience.

Why it matters: - The publications challenge a long-standing assumption in organizational leadership: that one role must be filled by one leader. - The framework is aimed at organizations facing complexity, workforce change and higher expectations for collaboration. - The model is designed to help leadership pairs improve communication, trust, shared accountability, decision-making and resilience.

What happened: - Dr. Chidimma A. Abuka released Co-Leadership: One Role. Two Leaders. and The Workbook for Co-Leaders. - Both publications are now available on Amazon. - Abuka developed the Dualis Co-Leadership System™, a framework for intentionally designing, implementing, assessing and strengthening co-leadership. - The work draws on Abuka’s doctoral research in Global Leadership and Change at Pepperdine University.

The details: - The book introduces the research and the model’s foundational principles. - The workbook adds guided exercises, discussion prompts and practical tools for leadership partners. - The publications position co-leadership as a structured leadership model, not simply two people splitting duties. - The framework emphasizes intentional design, organizational alignment and continuous development. - Abuka said much of leadership research stays in academic circles and is not always accessible to leaders and organizations that could use it. - Abuka said the goal is to help organizations see co-leadership as a distinct model they can evaluate for their own context. - Abuka said leadership is not fixed and can be intentionally designed. - Abuka’s background spans business, design, higher education, sustainability, organizational strategy and consulting. - Abuka’s research has appeared in peer-reviewed journals and has been presented at international leadership conferences. - Abuka also serves as Adjunct Faculty at the Interior Designers Institute.

Between the lines: - The release is as much about translating academic work into management practice as it is about promoting a new book. - The framework reflects a broader shift toward leadership models built for adaptability rather than hierarchy alone. - The pitch to organizations is that co-leadership may be a deliberate system choice, not just an informal workaround.

What’s next: - Abuka hopes organizations will test whether intentionally designed co-leadership improves effectiveness, resilience and long-term success. - The books are likely to serve as entry points for leaders exploring shared leadership structures in their own teams. - The broader conversation around collaborative leadership may expand as organizations look for models that fit more complex workplaces.

The bottom line: - Abuka is turning co-leadership from a concept into a usable framework for organizations that want a more deliberate way to share leadership.