A distinguishing characteristic of middle leadership is its position in the middle of the organizational hierarchy and the unique conditions related thereto (Jaser, 2020; Kieran et al., 2020). Jaser (2020) argued middle leaders are stuck in a “web of relationships” generating conflicting demands (Jaser, 2020). Bryant (2018) also asserted the realities of middle leaders’ organizational structures create tension between their hierarchical role in relation to senior leadership and their ability to develop professional collegiality with operational-level staff. Grootenboer et al. (2019) pointed out middle leaders have a unique perspective in the middle of the organizational hierarchy due to their proximity to both senior leadership and operational staff, and thus, can influence both strategy and performance.
A consistent theme in the literature unique to middle leaders was middle managers are “stuck in the middle” of the organizational hierarchy and must balance senior management demands with followers’ realities (Alvesson & Jonsson, 2018; Jaser, 2020; Kieran et al., 2020; Larsson et al., 2020; Way et al., 2018). Alvesson and Jonsson (2018) asserted middle managers frequently experience shifting demands and organizational turbulence in the middle of the organizational hierarchy. Jaser (2020) argued multi-relational exchanges and power differentials characterize the constrained organizational structure in which middle managers lead. Nghe et al. (2020) also characterized middle managers by their intermediate power level, which is exemplified by receiving strategic direction from the ranks above and implementing said strategy through the ranks below. Kieran et al. (2020) demonstrated middle managers have line of sight to the organization’s future via their relationship with upper management, and a detailed understanding of organizational realities via their relationship with the operating core, making them a leadership asset for implementing strategic change. Do and Nuth (2019) described middle leaders feeling frustrated, exhaustive, and unappreciated due to being caught between competing interests and perspectives of both the top and bottom of the organizational hierarchy. Larsson et al. (2020) concluded, in complex organizational structures with a conflated “middle,” middle managers need confirmation and strengthening of their leader identity.
References
Alvesson, M., & Jonsson, A. (2018). The bumpy road to exercising leadership: Fragmentations in meaning and practice. Leadership, 14(1), 40-57. https://doi.org/10.1177/1742715016644671
Bryant, D. A. (2018). Conditions that support middle leaders’ work in organisational and system leadership: Hong Kong case studies. School Leadership & Management, 39(5), 415-433. https://doi.org/10.1080/13632434.2018.1489790
Do, D. T., & Nuth, A. (2019). Academic Library Middle Managers as Leaders: In Their Own Words. Journal of Library Administration, 60(1), 41-70. https://doi.org/10.1080/01930826.2019.1671036
Grootenboer, P., Edwards-Groves, C., & Rönnerman, K. (2019). Understanding middle leadership: practices and policies. School Leadership & Management, 39(3-4), 251-254. https://doi.org/10.1080/13632434.2019.1611712
Jaser, Z. (2020). The connecting leader. Aligning leadership theories to managers’ issues. Leadership, 0(0), 1-7. https://doi.org/10.1177/1742715020981188
Kieran, S., MacMahon, J., & MacCurtain, S. (2020). Strategic change and sensemaking practice: enabling the role of the middle manager. Baltic Journal of Management, 15(4), 493-514. https://doi.org/10.1108/bjm-11-2018-0395
Larsson, M., Carsten, M., & Knudsen, M. (2020). Good intentions gone awry: Investigating a strategically oriented MLD program. Journal of Management Development, 39(3), 334-354. https://doi.org/10.1108/jmd-12-2018-0373
Nghe, M., Hart, J., Ferry, S., Hutchins, L., & Lebet, R. (2020). Developing leadership competencies in midlevel nurse leaders: An innovative approach. Journal of Nursing Administration, 50(9), 481-488. https://doi.org/10.1097/NNA.0000000000000920
Way, S. A., Simons, T., Leroy, H., & Tuleja, E. A. (2018). What is in it for me? Middle manager behavioral integrity and performance. Journal of Business Ethics, 150(3), 765-777. https://doi.org/10.1007/s10551-016-3204-9