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Effects of Top Management Team Conflict on Organization’s Decision-Making Ability and Executive Retention Programs: An Empirical Study From Sugar Mills

This study finds that the Top Management Team (TMT) conflicts and a coalition are of great importance and an essential component of any organization. This has numerous significant motivational or disenchanting implications because they may envisage work and performance in ways that are unaccounted for by prevailing motivation practices. We hypothesize that TMT structure affects overall performance in relations to organizational decision-making ability and retention programs. We further construct that the role of TMT revolves around the Head of TMT or Managing Director (MD) and his capability and leadership skills to make his work and others' work more productive and pleasant, therefore he must have quality to set achievable, yet challenging goals for others and able to persuade TMT to modify their opinions. We also examined that what conflict resolution strategies and conflict management styles have congruence with MD leadership credentials &amp; performance. The outcome of statistical analysis confirms that conflict among TMT and coalition of team members against change or diversity is significantly associated with decision-making ability and executive retention programs. We find coherence between MD leadership credentials and TMT conflict and coalition. Model estimation and coefficient of determination for TMT conflict, organizational decision-making ability and Leadership performance yielded significant results.