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Journal articles on the topic 'Middle managers'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Johan, Suwinto. "Middle Career Trap." Jurnal Manajemen Bisnis dan Kewirausahaan 4, no. 1 (2020): 01. http://dx.doi.org/10.24912/jmbk.v4i1.6785.

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The aim of the paper is to study the middle career trap for white collar worker. The research will be focused on the challenges which are faced by middle management. We will use the qualitative method on the analysis. The sample are 50 midlle managers who have more than 10 years working experience. The analysis will be faced to faced interview basis. The empirical results show that more than 10% of the middle managers are facing financial problem due to life style and family issues. There is a trap for the manager to improve their capabilities due to financial problem. The trap become a hurdle

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2

Torres, Juan Pablo, Camilo Drago, and Claudio Aqueveque. "Knowledge inflows effects on middle managers’ ambidexterity and performance." Management Decision 53, no. 10 (2015): 2303–20. http://dx.doi.org/10.1108/md-04-2015-0133.

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Purpose – The purpose of this paper is to report on lab experiments conducted to determine what impact managerial top-down knowledge transfer has on a middle manager’s individual ambidexterity and decision performance. Design/methodology/approach – The authors designed an experimental approach using a business simulator to test the hypotheses with middle managers. The methodological approach provides the authors with a framework to enhance the middle manager’s understanding of how to attain superior short-term financial results by exploiting current resources, in addition to mastering new stra

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Edwards, Christina, Gayle Garland, and John Edmonstone. "Developing middle managers." Nursing Management 8, no. 2 (2001): 8–9. http://dx.doi.org/10.7748/nm.8.2.8.s7.

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Mo, A.-Ra, and So-Hyun Lee. "An Exploratory on Middle Manager Roles Performance Ability Recognized by Middle Managers." Korean Journal of family welfare 22, no. 3 (2017): 521–42. http://dx.doi.org/10.13049/kfwa.2017.22.3.7.

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5

Saputra, Jesslyn Elaine, and Sujoko Efferin. "Management Control System Backbone in a CPA Firm: Middle Managers and the Power of Cultural Control." Journal of Accounting and Strategic Finance 7, no. 1 (2024): 96–113. https://doi.org/10.33005/jasf.v7i1.425.

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This research aims to broaden the understanding of the middle manager's role in the management control system, particularly in mediating the relationship between superiors and subordinates. The methods employed in this research are an interpretive paradigm with interview, observation, and document analysis data collection methods. Findings indicate that middle managers at the CPA X play a crucial role in addressing ignorance, inability, and unwillingness in the company. Although there are no formal controls, role dissonance among middle managers is minimal due to the presence of strong cultura

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6

Klagge, Jay. "The Leadership Role of Today's Middle Manager." Journal of Leadership Studies 3, no. 3 (1996): 11–19. http://dx.doi.org/10.1177/107179199700300303.

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In a previous article this author identified a leadership role for top management. In this article he sets his sights on identifying the unique leadership role of today's middle manager. This author links the role of middle management with that of today's organizational leaders in response to the simultaneous calls for unity and diversity. Is there a legitimate need for middle managers in today's flattened organizations? What role might be left for the middle manager in light of trends toward team-based operations? Can middle managers supplement the work of teams? How can middle management com

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Johansen, Morgen S. "The Direct and Interactive Effects of Middle and Upper Managerial Quality on Organizational Performance." Administration & Society 44, no. 4 (2011): 383–411. http://dx.doi.org/10.1177/0095399711414122.

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This article presents an empirical study of the effect of middle manager quality on organizational performance. Using 6 years of data from more than 1,000 Texas school districts, the author finds that quality middle managers positively impact performance. In exploring the relationship between quality middle and upper managers, she finds that their interaction leads to improved organizational performance. This article makes two contributions to the public management literature. First, it introduces a measure of middle manager quality that allows researchers to explore the ways middle managers a

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Khachatryan, Ani. "PERSONAL QUALITIES IMPORTANT FOR THE PROFESSIONAL ACTIVITY OF THE MODERN MIDDLE LEVEL MANAGER." Modern Psychology 7, no. 1(14) (2024): 15–22. http://dx.doi.org/10.46991/sbmp/2024.7.1.015.

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The peculiarity of this level of management lies in the fact that the middle level manager is the organizer and supervisor of the process of implementation of decisions and actions taken by high-level managers. The modern management system, along with rapid changes in socio-economic conditions, also makes special demands on the middle level manager. In the conditions of modern imperatives, the focus of attention is on the issue of matching the characteristics of managerial activity and the psychological qualities of the manager, which can be the basis for effective activity and professional de

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Supranavičienė, Ugnė, and Genutė Gedvilienė. "Organizacijos viduriniosios grandies vadovams kylantys tarnaujančiosios lyderystės kompetencijų ugdymo iššūkiai." Acta Paedagogica Vilnensia 51 (January 29, 2024): 84–97. http://dx.doi.org/10.15388/actpaed.2023.51.5.

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The perception and identification of leadership are continuously being researched. However, in recent times the need for leadership has become more apparent in organisations of all kinds. The everyday reality of the present day is forcing us to rethink all the truths and theories of leadership that have been defended so far. This paper aims to reveal the challenges of middle managers in organisation towards servant leadership competencies development. A qualitative research design was used to explore the competencies of middle managers. Data was collected from seven middle managers in one of t

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Ettington, Deborah R. "SUCCESSFULLY PLATEAUED MIDDLE MANAGERS." Academy of Management Proceedings 1993, no. 1 (1993): 53–57. http://dx.doi.org/10.5465/ambpp.1993.10315244.

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11

Leader, Gillian. "Further Education Middle Managers." Educational Management Administration & Leadership 32, no. 1 (2004): 67–79. http://dx.doi.org/10.1177/1741143204039300.

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12

Zimmerer, Thomas W., and G. Stephen Taylor. "Why middle managers quit." International Journal of Value-Based Management 2, no. 1 (1989): 71–78. http://dx.doi.org/10.1007/bf01714971.

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13

STUKEN, T. YU, T. A. LAPINA, and O. S. KORZHOVA. "TIME MANAGEMENT SKILLS OF MIDDLE MANAGERS OF RUSSIAN COMPANIES." Herald of Omsk University. Series: Economics 20, no. 2 (2022): 95–104. http://dx.doi.org/10.24147/1812-3988.2022.20(2).95-104.

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Among other things, this result is achieved through increasing the role of departments and middle managers. A modern manager is increasingly becoming a leader, not only an administrator. Limited time resources and new challenges that middle managers face make the issue of time management relevant. A middle manager in modern conditions is increasingly becoming a leader, but not just an administrator. Multitasking and new challenges faced by middle managers make the issue of time management relevant. The article discusses time management skills of middle managers in Russian companies. The study

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Ganz, Freda D., Nurit Wagner, and Orly Toren. "Nurse middle manager ethical dilemmas and moral distress." Nursing Ethics 22, no. 1 (2014): 43–51. http://dx.doi.org/10.1177/0969733013515490.

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Background: Nurse managers are placed in a unique position within the healthcare system where they greatly impact upon the nursing work environment. Ethical dilemmas and moral distress have been reported for staff nurses but not for nurse middle managers. Objective: To describe ethical dilemmas and moral distress among nurse middle managers arising from situations of ethical conflict. Methods: The Ethical Dilemmas in Nursing–Middle Manager Questionnaire and a personal characteristics questionnaire were administered to a convenience sample of middle managers from four hospitals in Israel. Resul

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Petri Stenvall, Jari, Inga Nyholm, and Pasi-Heikki Rannisto. "Polyphonous leadership and middle managers." International Journal of Leadership in Public Services 10, no. 3 (2014): 172–84. http://dx.doi.org/10.1108/ijlps-08-2014-0015.

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Purpose – The middle manager's role in an organization is important. The purpose of this paper is to determine how middle managers understand their roles in managing changes from the perspective of polyphonous leadership. Polyphonous leadership can be described as something that inspires decisions by listening to multiple voices within the organization. Design/methodology/approach – The empirical data were collected from focus groups in the City of Tampere. Participants were middle managers (n=5) at an organization providing services for young narcotic/alcoholic families and pregnant mothers.

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McKenzie, Jane, and Sharon Varney. "Energizing middle managers’ practice in organizational learning." Learning Organization 25, no. 6 (2018): 383–98. http://dx.doi.org/10.1108/tlo-06-2018-0106.

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Purpose This paper aims to consider middle managers’ influence on organizational learning by exploring how they cope with demands and tensions in their role and whether their practice affects available team energy. Design/methodology/approach In total, 43 managers from three large organizations involved in major change assessed their group’s energy using a tested and validated instrument, the OEQ12©. This generated six distinct categories of team energy, from highly productive to corrosive. Thirty-four of these managers, spread across the six categories, completed a Twenty Statements Test and

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Wong, Ho, and Guohua Huang. "Why Do Middle Managers Leave? Middle Managers’ Trust in Supervisors and Turnover Intention." Academy of Management Proceedings 2021, no. 1 (2021): 15274. http://dx.doi.org/10.5465/ambpp.2021.15274abstract.

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Kieran, Sarah, Juliet MacMahon, and Sarah MacCurtain. "Strategic change and sensemaking practice: enabling the role of the middle manager." Baltic Journal of Management 15, no. 4 (2020): 493–514. http://dx.doi.org/10.1108/bjm-11-2018-0395.

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PurposeThe critical input of middle managers as they make sense of the organisation's plans is paramount during the process of strategic change. Through the lens of middle manager sensemaking literature, this explorative research identifies key organisational practices that underpin sensemaking. An understanding of these practices will allow organisations better develop and support them, thereby enabling middle managers' contribution to strategic change.Design/methodology/approachThis study employed an innovative diary methodology. 42 middle managers, across three organisations, completed a we

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Cheng, Hong, Feifei Song, and Dandan Li. "How middle managers’ participation in decision-making influences firm innovation performance." Chinese Management Studies 11, no. 1 (2017): 72–89. http://dx.doi.org/10.1108/cms-12-2016-0253.

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Purpose This paper aims to re-examine the effect of middle managers’ participation in decision-making (DM) on the innovation performance of Chinese manufacturing firms. It also testifies the intermediation channels regarding how middle managers’ participation influences firm innovation performance by testing the mediating effect. Design/methodology/approach This paper constructs a model that determines firm innovation and tests the hypotheses with econometric regressions using first-hand data from the China Employer–Employee Survey. Semiparametric and intersectional regressions are used to sho

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Bardon, Thibaut, Andrew D. Brown, and Stéphan Pezé. "Identity regulation, identity work and phronesis." Human Relations 70, no. 8 (2017): 940–65. http://dx.doi.org/10.1177/0018726716680724.

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How do corporations attempt to regulate the ways middle managers draw on discourses centred on ‘effectiveness’ and ‘ethics’ in their identity work, and how do these individuals respond? We analyse the discursive struggle over what it meant to be a competent manager at Disneyland, where middle managers were encouraged to construe their selves in ways that emphasized ‘being effective’ over ‘being ethical’, and managers responded with identity work that positioned them as searching for the practical wisdom (phronesis) to make decisions that were both effective and moral. The theoretical contribut

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Ciutiene, Dr Ruta, Asta Savaneviciene, and Ausra Rutelione. "MIDDLE LEVEL MANAGERS STRESSORS STUDY." Review of Business Research 13, no. 1 (2013): 57–62. http://dx.doi.org/10.18374/rbr-13-1.7.

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Thomas-Gregory, Annette. "Professional identities of middle managers." Educational Management Administration & Leadership 42, no. 5 (2014): 620–39. http://dx.doi.org/10.1177/1741143213513186.

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23

Austin, Nick. "Middle managers need proper training." Five to Seven 2, no. 3 (2002): 8. http://dx.doi.org/10.12968/ftoe.2002.2.3.16646.

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Gabriele, Roberto, Elena Feltrinelli, and Sandro Trento. "Do Middle Managers Capabilities Matter?" Academy of Management Proceedings 2014, no. 1 (2014): 13399. http://dx.doi.org/10.5465/ambpp.2014.13399abstract.

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25

Peschanski, Valentin V. "Middle Managers in Contemporary Capitalism." Acta Sociologica 28, no. 3 (1985): 243–55. http://dx.doi.org/10.1177/000169938502800306.

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26

Sharma, Garima, and Darren Good. "The Work of Middle Managers." Journal of Applied Behavioral Science 49, no. 1 (2013): 95–122. http://dx.doi.org/10.1177/0021886312471375.

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27

Boyett, Inger, and Graeme Currie. "Middle Managers Moulding International Strategy." Long Range Planning 37, no. 1 (2004): 51–66. http://dx.doi.org/10.1016/j.lrp.2003.11.009.

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28

Shyavitz, Linda, David Rosenbloom, and Lynn Conover. "Financial incentives for middle managers." Health Care Management Review 10, no. 3 (1985): 37–44. http://dx.doi.org/10.1097/00004010-198501030-00008.

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29

Carlström, Eric D. "Middle managers on the slide." Leadership in Health Services 25, no. 2 (2012): 90–105. http://dx.doi.org/10.1108/17511871211221028.

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30

Baczyńska, Anna, and Tomasz Rowiński. "Personality, Analytical, and Emotional Intelligence Among Top and Middle Managers." Central European Management Journal 28, no. 2 (2020): 2–15. http://dx.doi.org/10.7206/cemj.2658-0845.19.

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Purpose: To explore the differences between top and middle managers’ selection profiles. To that end, we assessed three important criteria: analytical intelligence, emotional intelligence, and personality. Methodology: The study compared two groups of managers (N=383): top managers (N=98) and middle managers (N=285). To measure the three factors, we used reliable, validated tools. Using discriminant analysis, we defined the strongest differentiating factors of the two groups. Results: Significant differences were obtained in the areas of the three factors, i.e. in general mental ability, some

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Lavarda, Rosalia Aldraci Barbosa, and Nairon Nícolas da Silva Gomes. "A atuação do middle manager nas interlocuções entre strategizing e sustentabilidade: um ensaio teórico." Revista Ibero-Americana de Estratégia 22, no. 1 (2023): e23394. http://dx.doi.org/10.5585/2023.23394.

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Purpose of the study: to understand, from a theoretical essay, how the middle manager performs in the interlocutions between strategizing and sustainability.Methodology/approach: Theoretical essay based on the approach of a narrative literature review.Originality/relevance: It is based on the lack of studies addressing the role of middle managers in the interconnections between strategizing and sustainability, making this study relevant to the discussion and expansion of research scope in the field of strategy.Key findings: Arguments regarding the strategic relevance of sustainability in organ

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Spaten, Ole Michael, and Winnie Flensborg. "When middle managers are doing employee coaching." International Coaching Psychology Review 8, no. 2 (2013): 18–39. http://dx.doi.org/10.53841/bpsicpr.2013.8.2.18.

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Objectives:Until now, rather limited empirical research has been conducted as regards managers who coach their employees (Crabb, 2011). The aim of this research was to investigate the managers’ challenging and successful experience when coaching their employees and how these coaching sessions were assessed by their employees.Design:The overall study investigated 15 middle managers – from a major Danish nationwide company who were trained to coach by two coaching psychologists through theoretical presentations, individual coaching and peer coaching sessions with direct supervision (learning-by-

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Erenda, Ivan, Zlatka Meško Štok, and Maja Meško. "Top and Middle-Level Managers’ Value in Slovenian Enterprises." Indian Journal of Applied Research 4, no. 7 (2011): 299–302. http://dx.doi.org/10.15373/2249555x/july2014/95.

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Negishi, Yusuke, and Jessica Li. "Human resource development strategies for effectively developing middle managers at global conglomerates to create synergies through cross-business collaboration." International Journal of Human Resource Development: Practice, Policy and Research 8, no. 2 (2024): 114–27. https://doi.org/10.2478/ijhrd-2024-0011.

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Abstract When corporations develop multiple businesses, they become conglomerates. Companies such as Apple, Google, and Amazon have become emerging conglomerates by expanding their business toward several new fields. Although conglomerates suffer from discounts in the stock market, their productivity and efficiency depend on effectively managing sub-businesses. Conglomerates must synergize through cross-business collaborations, where middle managers play a significant role in strategy realization. However, little research has been conducted on middle managers’ strategic role in the success of

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Spieler, Kristin Severinsen. "Navigating Autonomy, Competence, and Relatedness: Insights from Middle Managers in Norway." Administrative Sciences 14, no. 5 (2024): 102. http://dx.doi.org/10.3390/admsci14050102.

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Middle managers play a pivotal role in bridging the gap between senior leadership and employees, often navigating competing demands and pressures. This study investigates experiences of autonomy, competence, and relatedness among middle managers serving as department heads in the University and University College (UUC) sector in Norway. The study adopts a qualitative approach in the form of semi-structured interviews with six participants. The findings underscore the significance of autonomy, trust, and support in facilitating the effective execution of middle managers’ roles as executive and

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Rong, Da. "Training and Development Strategies for Senior and Middle Level Managers with the Purpose of Learning Organizations." Journal of Finance Research 4, no. 1 (2020): 108. http://dx.doi.org/10.26549/jfr.v4i1.3271.

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In the presence of dynamic organizational environment and a growing supply of ‘knowledgeable employees’ which require more professional managers to address their fast changing and increasing needs, senior and middle level managers are now required to keep up with the dynamic and learning environment more than ever. In order to train senior and middle level managers, the article has recommended four perspectives to encourage the development of learning manager. The first aspect for senior and middle level mangers is to integrate learning talents into their practices. The second point is to enco

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Belasen, Alan, and Ariel R. Belasen. "Value in the middle: cultivating middle managers in healthcare organizations." Journal of Management Development 35, no. 9 (2016): 1149–62. http://dx.doi.org/10.1108/jmd-12-2015-0173.

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Purpose Senior executives in healthcare organizations increasingly display preference for a closer handling of operational levels, bypassing middle managers, and de-emphasizing the need to cultivate the next cadre of leaders, creating the potential for leadership and performance gaps. The authors argue that middle managers are a vital resource for healthcare organizations and review the benefits for including them in leadership development and succession planning programs. The paper aims to discuss these issues. Design/methodology/approach Current theories and common practices in addition to d

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Adey, Ken, and Jeff Jones. "Development needs of middle managers: the views of senior managers." Journal of In-Service Education 24, no. 1 (1998): 131–44. http://dx.doi.org/10.1080/13674589800200034.

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Keen, Linda, and Sarah A. Vickerstaff. "'We're all Human Resource Managers Now': Local Government Middle Managers." Public Money and Management 17, no. 3 (1997): 41–46. http://dx.doi.org/10.1111/1467-9302.00081.

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Patel, Neha A., Sunil N. Nayak, Bhaveshbhai R. Bariya, and Mehulkumar N. Patel. "Analysis of leadership and team management skills of middle-level healthcare managers of Valsad district, Gujarat." Journal of Family Medicine and Primary Care 13, no. 2 (2024): 498–504. http://dx.doi.org/10.4103/jfmpc.jfmpc_2434_22.

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ABSTRACT Background: The healthcare managers need to develop the managerial skills and use it for better healthcare delivery. A manager requires leadership skill to empower employees and motivate them to work in an efficient manner to achieve organizational goal. Motivating employees/subordinates and developing positive attitude toward them is one of the crucial skills that the leader needs to develop. The way health team works as a unit affects the outcome and needs good leader. With this background, the current study tends to explore the managerial skills of middle-level managers. Objectives

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41

Dolgaya, А. А. "Potential of middle managers: assessment methodology." Vestnik Universiteta, no. 1 (March 12, 2025): 5–14. https://doi.org/10.26425/1816-4277-2025-1-5-14.

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The purposes of the study are to create and test a set of methods for assessing the potential of a middle-level manager in a medical institution in order to make further recommendations for their development. To achieve this, a methodology has been developed based on the case of a private medical institution. The main data has been collected by interview, 360-degree assessment and tests. The author justifies the reasons to apply a group of methods defined as contextual analysis: gamba observation, analysis of critical incidents and causal analysis. Verification and interpretation of the obtain

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42

Linnan, Laura, Bryan Weiner, Amanda Graham, and Karen Emmons. "Manager Beliefs regarding Worksite Health Promotion: Findings from the Working Healthy Project 2." American Journal of Health Promotion 21, no. 6 (2007): 521–28. http://dx.doi.org/10.4278/0890-1171-21.6.521.

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Purpose. To explore differences in manager beliefs about worksite health promotion programs (HPPs). Design. Cross-sectional written survey. Setting. Twenty-four manufacturing worksites, with 11,811 employees and 1719 eligible managers. Subjects. Sixty-six percent (1133/1719) of managers completed the survey; 1047 managers were categorized by level (169 senior, 567 middle, and 311 line supervisors). Analysis. Results are reported on overall manager beliefs (and by manager level) about importance, efficacy, barriers, and benefits of HPPs. Multilevel analysis modeled the influence of manager leve

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Khizer, Hayat Khan Tahir Athar Iqbal Muhammad Salman Khudai. "Articulating Manager's Skills And Employee Performance Management Through Artificial Intelligence." Multicultural Education 7, no. 10 (2021): 321. https://doi.org/10.5281/zenodo.5646563.

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<em>The study aims at examining the relationship of managerial skills (technical skills, human skills, and conceptual skills) and employee performance for re-testing the Katz theory of managerial skills. Further the moderating role of artificial intelligence is examined in the IT Company’s context to examine whether the managerial skills are influenced using artificial intelligence tools?The quantitative method with cross sectional design was used to record perceptions of the middle level managers. 240 managers working in IT companies were sampled for their perceptions through questionna

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SELF GRESHAM, JO ANNA, and HAZEL N. BROWN. "How Satisfied Are Middle Nurse Managers?" Nursing Management (Springhouse) 28, no. 1 (1997): 41???44. http://dx.doi.org/10.1097/00006247-199701010-00012.

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45

Holden, Len, and Ian Roberts. "The depowerment of European middle managers." Journal of Managerial Psychology 19, no. 3 (2004): 269–87. http://dx.doi.org/10.1108/02683940410527757.

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46

Briggs, Ann R. J. "Academic middle managers in Further Education." Management in Education 15, no. 2 (2001): 12–14. http://dx.doi.org/10.1177/08920206010150020501.

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Kerry, Trevor. "Middle managers as followers and leaders." Management in Education 17, no. 3 (2003): 12–15. http://dx.doi.org/10.1177/08920206030170030301.

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Sudirman, Iman, Joko Siswanto, Joe Monang, and Atya Nur Aisha. "Competencies for effective public middle managers." Journal of Management Development 38, no. 5 (2019): 421–39. http://dx.doi.org/10.1108/jmd-12-2018-0369.

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PurposeThe purpose of this paper is to investigate a set of competencies that characterizes effective public middle managers.Design/methodology/approachA total of 20 middle managers from several public agencies were interviewed in person using the behavioral event interview technique. In all, 80 stories were deductively coded based on the existing National Civil Service Agency’s managerial competency dictionary and inductively examined through a thematic analysis to discover new themes.FindingsThis study’s findings suggest that communication, organizing, information seeking, analytical thinkin

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Keen, Linda, and Richard Scase. "Middle managers and the new managerialism." Local Government Studies 22, no. 4 (1996): 167–86. http://dx.doi.org/10.1080/03003939608433839.

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TAMARISK, NANCY K. "Personal Computer Databases for Middle Managers." Nursing Management (Springhouse) 21, no. 7 (1990): 49???53. http://dx.doi.org/10.1097/00006247-199007000-00024.

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