The second-in-command syndrome.

Abstract

Individuals who are second in command in organization have common problems that result from their role, as illustrated in a hypothetical example of the relationship of a first-in-command and second-in-command in establishing a day hospital. The authors believe that first and seconds can funtion most effectively by accepting inevitabilities--for instance, that competition exists and that perfect communication is impossible--and recognizing that the relationship has great potential for destructiveness as well as many advantages. They discuss the needs to define boundaries on the basis of skills and personality variables and to respect individual identity.