This research paper aims to address the paradox of interdependence within top management teams (TMTs) and investigate how interdependence manifests in TMT behaviour. The paper draws on insights from strategic leadership, multiteam systems, and small teams literature to explore the nature of interdependence within TMTs. The research uses an induction-driven approach, qualitative data, and a comparative case format to gain a comprehensive understanding of TMT interdependence. The study finds that TMTs engage in multiple processes such as information-sharing, deliberation, joint decision-making, and coordination during the diagnosis, decision-making, implementation, and interpersonal processes phases. The analysis reveals variations in the extent of information-sharing and strategic analysis among TMTs, with some teams demonstrating stronger interdependence and others relying on external entities for strategic decisions. The findings also highlight the influence of diversification, reward structures, and interpersonal processes on TMT interdependence. Overall, this research contributes to the understanding of how TMTs effectively function as strategy-oriented teams and provides valuable insights for scholars and practitioners in the field of strategic leadership.
