<Li> reviewing if their actions are relevant to the organization's overall goals . </Li> <P> The way TMTs are put together and work together as a team can greatly differ from other teams . This is mainly based on the fact that top managers have succeeded as individuals which often leads to a focus on functional team objectives rather than to working interdependently on a shared goal . TMTs consist of top managers from different functional areas of the firm, so they usually have different areas of expertise . Diversity and heterogeneity in teams can have a positive effect on teamwork . Nevertheless, there are also negative effects which have to be overcome as a team like not valuing different opinions and perspectives . A CEO that models valuing behavior and ensures the team has both a clear purpose and clear objectives can do just that . This also reduces social categorization effects because it leads to team members focusing more on their shared goals than on their differences . </P> <P> The exchange of information during the working process is as important for TMTs as it is for all other kinds of teams . In order to work effectively, the team needs to understand how to communicate, share information, set goals, give feedback, manage conflict, engage in joint planning and task coordination and solve problems collaboratively . The CEO plays a key role in enabling the team to do so . He or she must take on the responsibility to coach the team and to reflect on their work . In their research in 2005, Simsek and colleagues found that especially a CEO's collectivistic orientation has a positive influence on team work behavior . Collectivistic orientation means that the CEO subordinates his or her personal to the group interests and goals, emphasizes sharing and cooperation within the team and enhances task - relevant processes of team work like gathering, processing and interpreting strategic information . This in turn enhances a process called behavioral integration which was developed by Hambrick (1994). It describes the degree to which a group, here the top management team, engages in mutual and collective interaction . </P> <P> Hambrick divided this concept into three parts: </P>

Who comes after the ceo of a company