Outside the Boardroom

Outside the boardroom, the TMT works with middle managers to implement strategic decisions. In chapter 3, I described the recently developed “interface model.” This model can help TMTs in thinking about how to deal with middle managers. Using this model, I described why it is important to achieve cognitive flexibility and integrative bargaining in the interaction between the TMT and middle managers. TMTs can stimulate this beneficial type of interaction by using a participative leadership style. Middle managers can stimulate it by being actively engaged.

In chapter 4, I described how a TMT understood and coordinated its leadership task toward middle managers. I based this chapter on an in-depth analysis of the weekly board ...

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