Co-leadership occurs when two or more persons act as mutual decision-makers, contribute to the knowledge base, share power, assume responsibility for the outcome and product of the group, and facilitate the workings of a group. Hierarchal leaders view decision making as a top-down process and believe subordinates must carry out the wishes from the chain of command without question. Co-leadership differs from this model by acknowledging co-workers as co-creators of the strategic process; thereby, the accomplishments of the whole group are valued over the success of one individual (Pearce & Conger, 2003; Troiano, 1999). Further, research has shown that complex projects and tasks requiring great amounts of creativity are well suited for co-leadership (Pearce, 2004), and through co-leadership, the group may move more easily toward a shared leadership model (Pearce & Conger, 2003). Co-leadership represents a relational process that can lead to an ideal of shared leadership among all group members. All persons, whether or not in formal leadership positions, have the capacity to assume leadership roles (Schein, 2006).