“…The current literature on the role of middle management in change contexts argues that, provided with a conducive climate, the hierarchical position of middle managers not only propels a more fluid communication flow (upward to top management, downward to front-line employees, and sideways across middle management) but also, given their closeness to the end beneficiaries, makes middle managers sensitive to the requirements and needs of local interest groups, the bases of culture and traditions, and the needs of the service providers. Middle managers (1) have first-hand data and information to negotiate the provision of adequate levels of human, financial, technical, and material resources to implement the reform strategies; (2) have a certain level of autonomy to counter and overcome unpredictable obstacles resulting from uncertain and constantly changing contexts and circumstances; and (3) have a certain level of flexibility due to the immense variability in the demographic, geographical, and socioeconomic settings that are characteristic of the education system (Floyd & Wooldridge, 1992;Guth & MacMillan, 1986;Harding, 1990;Ikavalko & Aaltonen, 2001;Kanter, 2004;Marshall, 2012;Oshry, 2003;Regn er, 2003;Rouleau & Balogun, 2011).…”