The Five Types Of TMT Interactions: Congruous

This pattern evolves when the CEO and a TMT member are in opposition: The former challenges and undermines the latter while other members simply look on.

For those who find themselves in an undermined position, dismissed and ostracised by the team, the best chance of surviving is ...

This is when the CEO disagrees with the rest of the team at the beginning, and the team resolve their differences through a constructive discussion during the meeting.

Studies show that managers can gain legitimacy by appealing to a higher authority and, again, by using rational ...

It is important to note that more than one constellation could form in a single meeting. Team members can be congruous or cooperative when they discuss one issue and adversarial or undermining on another.

This suggests that the TMT decision-making process is more dynamic and nuanced than s...

This is a scenario in which the CEO retreats to the background as an observer, while two team members debate an issue.

Duelling managers can bolster their case by declaring ownership (“this is my project”) and drawing on one’s experience and knowledge (“I know my team better than ...