Emotional Educating: How CEOs Develop Top Management Teams in China
Behavioral integration among top management team (TMT) members is critically important for firm performance. Yet we know very little about the social psychological processes that occur among TMT members, in particular how CEOs develop competent and cohesive TMTs. Based on a three-year inductive study of three Chinese firms, we found that CEOs develop their TMTs by performing emotion management to help their TMT members acquire new knowledge and develop new executive behavior. We call this process emotional educating. We also identify a number of conditions that explain for the variation in the effectiveness of emotional educating. Our research contributes to the literature on top management team, emotion management, mentoring and training, leadership, and management education.