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This study uses social exchange theory to describe, explain and propose the influence of dyad partners' leadership position structure, which includes the roles they play and their existing and prospective common experience, on their commitment to their dyad and their cooperation.

The study uses the case of equally empowered co-CEOs in a family business, who play the roles of family member, owner and executive; co-CEOs in a startup firm, who play the roles of owner and executive; and co-CEOs in a merger and acquisition (M&A), who play the role of executive. Co-CEOs in family businesses benefit from longer existing and longer prospective dyad longevity than co-CEOs in startups, who, in turn, benefit from longer existing and longer prospective dyad longevity than co-CEOs in M&As.

The study proposes that the roles the partners play in the dyads, and the existing and prospective longevity of their relationship, positively influence the partners' commitment to the dyad and their level of cooperation.

The study offers a model that has the potential to direct scholars at the formulation of the theory of top management symmetric formal power dyads dynamics and assist family business owners, startup partners, board of directors and co-CEOs in formulating and implementing upper echelons leadership plans to enhance cooperation and coordination between equal partners.

The purpose of this paper to describe the effective business consultant's most desirable characteristics.

Development of propositions based on a review of the literature, anecdotal reports and the experience of the authors.

The effective business consultant should possess functional knowledge as well as knowledge of an industry, communication and analytical skills, creativity, strategic and tactical leadership abilities, and a set of personality traits that includes emotional stability, intellect, integrity and openness and agreeableness.

HR departments and training units in consulting firms may use the profile of the effective consultant as a tool in their selection and training procedures, as well as in matching consultants with clients. Consulting services clients may use the profile of the effective consultant to identify effective consulting service providers. Consultants may use the recommendations as a source for individual growth. Universities and business schools may use the study to improve training of future consultants.

The paper sets a research agenda for the study of the effective business consultant's characteristics.

The purpose of this paper is to explore the relationships between the personality and cognitive styles of managers and different types of work.

The personality types and cognitive styles of managers were measured, respectively, with the help of the Big Five personality factors and Jung’s cognitive types. Different types of works in an organization were categorized in three ways: identity, institutional and integrative work. A survey questionnaire method was used to collect data from a sample of 107 managers from a diverse range of industries, and these data were used to test the hypotheses.

The study found that intuitive feeling and intuitive thinking types of cognitive styles are suitable for identity and integrative kinds of work, respectively. Openness to experience and conscientiousness positively correlate with identity work. For institutional work, conscientious personality trait is most important for managers; agreeableness has a negative impact on identity work and institutional work.

This study will assist recruitment and staffing professionals, when recruiting managers for an organization, and the paper should be interesting for readers in industry (professionals in HR, managerial career development and managerial competence audit and counseling) and academia (research scholars).

Analysis of theses relationship types is unavailable in the literature of leadership and organizational studies. It can help organizations utilize their human resources efficiently.