Research Question/Issue On the basis of a dynamic interrelation between the assumptions of agency theory and stewardship theory, this study seeks to make sense of disobedience at the highest corporate level. Departing from a processual view in order to better understand how loyalty plays a critical role in the relationships between a CEO and his/her principal, we propose a conceptualization of the options open to a top executive in disagreement with the principal. We view the relationship from “below” by primarily taking the CEO's perspective, resulting in a more complex view on how “duty” is perceived and acted upon by the CEO. Research Findings/Insights We use the rich and abundant archives left behind by the CEO of a large French firm. We had access to over 50,000 pages of documents that allowed us to follow the CEO and his relationships with his principals, at times from day to day. We found two competing loyalties (loyalty to the principal—agency theory—and loyalty to the organization—stewardship theory) that gradually become independent of each other, triggering different responses in terms of “exits” from the relationship with the principal. This particular dynamic in which the CEO acted as a guardian of the overall purpose of the organization enabled the emergence, development, and consolidation of a disobedience process that over the years contributed to the well‐being of his firm as well as to the social changes occurring in France at that time. Theoretical/Academic Implications This longitudinal study extends the corporate governance literature by offering a process‐oriented approach, quite rare in this stream of research, and a more dynamic view of how agency theory and stewardship theory interact. Then, by providing empirical support for the idea that the disobedience process can protect and allow an organization to first evolve positively over time and eventually contribute to social improvements, our study proposes a form of responsible stewardship. Practitioner/Policy Implications This study offers important insights for executives, directors, and shareholders on how to make sense of, and in the long run potentially benefit from, disobedience at the highest corporate levels.

This paper employs a strong process approach to leadership – one that focuses on leadership moments in action – to explore how collaborative leadership emerges within a hierarchical context. Drawing on observation in three Haute Cuisine restaurant kitchen brigades – highly hierarchical teams that deal with intense time pressures – we document empirically in the ongoing flow of experience how leadership moments reorient collective action as a response to an unstable environment. Moreover, we show how collaborative leadership emerges from a hierarchical structure, counterintuitively, during the most critical period of the service. Our contribution is twofold. We offer a novel conceptualization of the emergence of plural leadership within a hierarchical context, one that highlights the capacity to reframe the way of working together during the most critical moments of an unfolding situation. In addition, our work contributes to the strong process approach to leadership through the methodology adopted: rather than exploring how turning points are discursively enacted, we focus on these as manifested in action and in the non-verbal aspects displayed at such moments.