Embedded leadership: How do a leader's superiors impact middle-management performance?

Caughron, Jay J.; Mumford, Michael D.

doi:10.1016/j.leaqua.2011.08.008

Cited by 16 publications

(8 citation statements)

References 38 publications

(48 reference statements)

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“…Because leaders in middle management position connect vertically related groups (Pugh, Hickson, Hinings, & Turner, ), they are important linking pins for integrating creative ideas and suggestions flowing from different hierarchical directions (Floyd & Wooldridge, ; Likert, ). Indeed, a growing body of research shows that leaders in middle management positions play a significant role within organizations with respect to integrating creative ideas delivered by subordinates and superiors (Balogun & Johnson, ; Caughron & Mumford, ; Damanpour & Schneider, ).…”

mentioning

confidence: 99%

Leaders' achievement goals and their integrative management of creative ideas voiced by subordinates or superiors

Sijbom

Janssen

Yperen

2016

Euro J Social Psych

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The purpose of this research was to examine the joint impact of leader achievement goals and hierarchical position of the voicer of creative ideas (subordinate vs. superior) on the extent to which leaders (intent to) integrate these voiced creative ideas with their own ideas (integrative idea management). In a scenario-based survey (study 1; N = 189), in which we measured participants' achievement goals, we found that the relationship between leaders' performance goals and their intention to integrate voiced creative ideas is contingent on the hierarchical position of the idea voicer. Similarly, in an experimental study (study 2; N = 94), in which we experimentally induced achievement goals, we found that leaders display lower integrative intentions when ideas are voiced by a subordinate rather than a superior, but this was only true for leaders pursuing performance goals. Furthermore, the results of an additional, exploratory analysis suggest that the hierarchical position of the voicer of creative ideas had an indirect effect on integrative behavior through integrative intentions for performance goal leaders and no effect for mastery goal leaders. Together, these findings advance our understanding of how middle management leaders are influenced by their own achievement goals when managing the creative ideas voiced by subordinates and superiors.

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mentioning

confidence: 99%

Leaders' achievement goals and their integrative management of creative ideas voiced by subordinates or superiors

Sijbom

Janssen

Yperen

2016

Euro J Social Psych

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“…In this respect, when implementing CI, middle managers need to be empowered to act (Nelson and Yeo 2012;Song et al 2014). When top managers seek to implement CI as an integral management approach, middle managers may feel more secure, enabling them to better coach and support their staff (McQuade 2008) and facilitate knowledge transfer about CI (Caughron and Mumford 2011;Vänje and Brännmark 2017). As such, middle managers can increase the skills and knowledge of the entire workforce and stimulate workers to develop themselves (Lam et al 2015;Poksinska et al 2013;Van Assen 2018).…”

Section: Work Atmospherementioning

confidence: 99%

A Vignette Study of Middle Managers’ Responses to Continuous Improvement Initiatives by Top Management

Hermkens¹,

Dolmans²,

Romme³

2019

IJBSS

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To better understand why continuous improvement (CI) initiatives often fail and do not result in sustained changes, this paper investigates how management's conceptualization of a continuous improvement program affects its implementation via middle managers. The study serves to identify the differences in outcomes of CI initiatives arising from implementing CI as an integral management versus an efficiency-improvement approach. This research draws on a vignette study (i.e. scenario experiment) with 107 middle managers working at one of the largest financial institutions in the Netherlands. The findings arising from this study suggest that CI is more likely to be adopted into the organizational culture, enhance the customer orientation among employees and improve the work atmosphere, when it is implemented as an integral management approach rather than as an efficiency-oriented program.

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“…Middle managers are leading their departments to achieve organisational goals [13]. Middle managers are embedded leaders or second-tier leader who are leading others, while they report to another high-level leader [11,43].Middle managers demonstrate both transformational and transactional leadership. They utilize transformational leadership by reinforcement, monitor, and control to reinforce their subordinate and to get the support of their subordinates through transactional leadership (e.g.…”

Section: Communication and Cooperationmentioning

confidence: 99%

Who is a Middle Manager: A literature Review

Rezvani¹

2017

IJFBMS

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Purpose -The purpose of research is to provide an overview of the researches on the definition of middle management and the roles of middle management in organisations and safety. Design/methodology/approach -Literature review Findings -The literature review revealed that the lack of consistency in a holistic typology of middle management and their roles are evident. All authors agree that this intermediate management group is between top level and lower level management which is very broad definition. In addition, middle management group has been distinguished from other managerial groups by three main criteria namely function, the context of the organisation and the researchers tendency. Two prominent tendencies in researches on middle management were first the strategic roles of middle management and the second either the significant contribution of middle management in the management of change or their dysfunctional roles in changes within organisations. There is a considerable overlap between elements of middle management roles, and the extent of the roles depends on the context of the organisation, time, and attitudes of middle managers. A literature review revealed that middle managers implement 5 prominent roles which are strategic, administrative, leadership, decision-making and communication. Researchers were more focus on two categories which are strategic and communication and cooperation roles. While other roles particularly decision-making role of middle management even overlooked in the management domain.Research limitations/implications -Although authors tried to review literature comprehensively, the research may not involve all articles related to middle management.Originality/value -The paper contributes to the literature by highlighting the middle management identity and their multiple and crucial roles in organisations, as well as management of safety.

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Embedded leadership: How do a leader's superiors impact middle-management performance?

Cited by 16 publications

References 38 publications

Leaders' achievement goals and their integrative management of creative ideas voiced by subordinates or superiors

Leaders' achievement goals and their integrative management of creative ideas voiced by subordinates or superiors

A Vignette Study of Middle Managers’ Responses to Continuous Improvement Initiatives by Top Management

Who is a Middle Manager: A literature Review

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