ABSTRACT
While the senior leadership team can be empowered to contribute to policy and practices promoting agility, it can only do so with the support and collaboration of the CEO. This chapter explains the collective nature of strategic leadership and provides an overview of what existing studies have identified about the CEO–TMT interface. It also maps out multiple ways that future research about the CEO–TMT interface can contribute toward a more comprehensive understanding of how CEOs and other executives interdependently and interactively affect firms’ outcomes, particularly the potential for dynamic capability or agility.
