While also opposing views have been presented, reaching decisions in co-operatives has primarily been considered to be a collective process. Despite this longstanding belief, there is lack of research on the collectivity of leadership processes actually ongoing in co-operative context(s). The paper at hand makes use of shared leadership construct showing that it helps us think of and articulate how leadership manifests in co-operative banks and their co-operative arrangements. The utility of this idea for future research and practice of co-operation is discussed.
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