How can top management teams (TMTs) be more effective? With this deceivingly simple question, I started doing research on TMTs about 7 years ago. I was particularly interested in the way in which the TMT members interact while doing their work, as some important scientific studies on this topic had just appeared. But what I had envisioned as a main explanation for TMT effectiveness quickly turned out to be that notorious tip of the iceberg.
This blind spot in the TMT literature occurred to me for the first time when I was observing the weekly board meetings of a particular TMT. This TMT seemingly did everything right with regard to its interaction processes: The TMT members had many intense, task-related discussions but few interpersonal ...
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