Changes in the Role of Middle Manager: A Historical Point of View

Parera, L. Bañares; Fernández-Vallejo, A. M.

doi:10.7763/ijiet.2013.v3.298

Cited by 2 publications

(2 citation statements)

References 15 publications

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“…Specifically, the middle management layer is underexposed. Middle managers play a vital role in leading and supporting organizational change [22]; they are responsible for translating organizational strategies to daily operations and at the same time responsible for managing and leading daily operations [24,25]. They have extensive knowledge of the organization as well as connections within the organization at multiple levels [24,25].…”

Section: Introductionmentioning

confidence: 99%

“…Middle managers play a vital role in leading and supporting organizational change [22]; they are responsible for translating organizational strategies to daily operations and at the same time responsible for managing and leading daily operations [24,25]. They have extensive knowledge of the organization as well as connections within the organization at multiple levels [24,25]. After initiation of digital transformation, it is their role to support the continuing change process of digitalization and to lead and manage the new digital organization that is emerging [8].…”

Section: Introductionmentioning

confidence: 99%

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An Exploratory Literature Study into Digital Transformation and Leadership: Toward Future-Proof Middle Managers

Henderikx

Stoffers

2022

Sustainability

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This study aimed to obtain insight into the influence digital transformation has on future leadership behaviors and management. Up to now, most literature solely focuses on the need for strong strategic leadership to build and lead the transformation. This study was directed at future leadership behaviors and skills needed during and after digital transformation of management below senior level. An exploratory approach to review literature on digital transformation and leadership was used, inspired by the PRISMA protocol. Our findings show that digital transformation is a disruptive process that impacts the whole organization and results in new forms of working. This calls for altro-centric leadership, an other-centered leadership style. Specifically, soft skills such as empathy, humility, integrity and compassion are becoming increasingly important, as is understanding the power of digital technology. The emergence of artificial intelligence offers interesting opportunities. It could be used to handle quantifiable managerial tasks and evaluate the quantifiable part of performance, while managers focus on the soft skills side of management such as coaching, motivating and empowering employees. This study demonstrates the necessity to redefine leadership requirements in an increasingly digitalized world.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

An Exploratory Literature Study into Digital Transformation and Leadership: Toward Future-Proof Middle Managers

Henderikx

Stoffers

2022

Sustainability

View full text Add to dashboard Cite

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Organizacijos viduriniosios grandies vadovams kylantys tarnaujančiosios lyderystės kompetencijų ugdymo iššūkiai

Supranavičienė,

Gedvilienė

2024

ActPaed

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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 the Lithuanian Railways organisation LTG Link. These managers participated in three competency development assessments (self-confidence, emotional intelligence and leadership assessments), following focus group discussion where they were reflected on leadership concepts in the organisation, how they perceive themselves in the organisation, how they recognise servant leadership competencies and what challenges are facing in order to bring servant leadership as a dominant leadership style in the organisation. Managers were asked to reflect in three competency development layers: the reflection of middle managers’ understanding of leadership and management; understanding of the relationships between middle managers and subordinates; and understanding of relationships between middle managers and their management. According to the research findings, there are challenges in all the layers for middle managers to develop servant leadership competencies. Current leadership conception in the organisation is focused on a manager-centric approach, where the main focus is on the manager not the subordinate, in the servant leadership concept there is an employee-centric approach. The organisation’s processes and procedures are constructed to control and constrain the decision-making of middle managers. There is no working competency development and support system in the organisation to guide middle managers to become servant leaders, this leads to a nonunified leadership competency concept in the organisation, where middle managers bring their own understanding without any background. Furthermore, the hierarchical organisational structure limits the motivation of middle managers to develop their servant leadership competencies.

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Changes in the Role of Middle Manager: A Historical Point of View

Abstract: Abstract-Middle Management is now a reality in the business organizations, but there is, nevertheless, a lack of contextualization with respect to middle management in the history of management. This study will review the ideas of Taylor

Cited by 2 publications

References 15 publications

An Exploratory Literature Study into Digital Transformation and Leadership: Toward Future-Proof Middle Managers

An Exploratory Literature Study into Digital Transformation and Leadership: Toward Future-Proof Middle Managers

Organizacijos viduriniosios grandies vadovams kylantys tarnaujančiosios lyderystės kompetencijų ugdymo iššūkiai

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