He is expected to be a bold initiator and faithful follower, a creative thinker and detailed implementer.
We describe these tensions as the three apparent paradoxes of second chair leadership: subordinate-leader, deep-wide, and contentment-dreaming.
Most important, they understand that their authority and effectiveness as a second chair stem from a healthy, subordinate relationship with their first chair.
Second chair leaders have specific roles that are narrower and deeper in scope than those of the first chair, yet they need to have a broad, organizationwide perspective.