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The importance of decentralised managers in the organisational decision-making process has been the subject of studies advocating different concepts. This study aims to comprehend the role of decentralised managers in the decision-making process of a large industrial company. To this end, the case study method was adopted. Semi-structured interviews were conducted with the organisation’s top manager and decentralised managers. Based on the results of this investigation, it was possible to see that the organisation’s decentralised managers have a high degree of influence on the decision-making process and are responsible for adapting strategies and decisions according to the specific needs of their areas of activity. Therefore, this study significantly contributes to the theoretical and practical understanding of organisational decision-making processes. Furthermore, it provides a valuable foundation for further research into the decision-making processes of decentralised managers, thereby addressing a gap in the existing literature on their influence on organisational decision-making.

While organizations tend to introduce network mechanism to activate the potential of members in the hierarchical dominated context, it is not clear how individual members deal with the complexity caused by two logics of hierarchy and network. To address this gap, this study focuses on the role of middle managers in collaborating with others in the multiple-logic complexity. We identify three types of collaboration scenarios, top-down, bottom-up, and horizontal, through 27 semi-structured interviews within a Sino-Foreign Cooperative University from 2021 to 2023. Guided by the grounded theory approach, we conceptualize the composite role of middle managers as the translucent hand of explicit and implicit connections, which help us to interpret middle managers' tangibly and intangibly impact under a hybrid organization context. The empirical results also reveal that the boundary perception of authority and responsibility as an important factor determines middle managers' awareness of power involvement in cooperation. The findings extend the understanding of middle managers in network organizations in the higher education context and provide suggestions for the dynamic role of middle managers and hybrid university management in the information age.

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.

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 inclusive leaders. Autonomy emerges as crucial, which aligns with the principles of the Nordic work–life model. Furthermore, the study highlights the importance of internal motivation and the support provided by the immediate leadership in enhancing middle managers’ performance. Personal competence in one’s subject areas and relatedness emerge as key factors ensuring employee confidence and fostering a positive work environment. The implications of these findings suggest that nurturing autonomy, competence, and relatedness may mitigate the perceived stress associated with being a middle manager in the UUC sector. By addressing these fundamental needs, organisations can potentially enhance the well-being and effectiveness of middle managers, ultimately contributing to organisational success.

This study, with the aim to test theory in practice, used group concept mapping to develop a comprehensive conceptualization of middle managers’ leadership behaviors concerning digital transformation as a form of radical change. Participants were professionals in the largest public organization in the Netherlands (a police organization) who were dealing with digital transformation in their own practice and who enrolled in an education program on leadership and intelligence. Based on 94 unique statements, the participant-driven results revealed six thematically coherent clusters representing leadership skills and behaviors regarding improvement and results, digital technologies, cooperation, the self, change and ambivalence, and others. The stress value of 0.2234 indicated a good fit. Further analysis showed that clusters containing soft skills and people-oriented behaviors were considered the most important. These results can serve as input to support leadership development programs for middle managers to develop themselves into people-oriented, empowering leaders who can adapt their leadership approaches to fit and support change in general and technology-driven change in particular. Ultimately this will benefit their and their employees’ overall well-being at work. This study is the first to investigate middle managers’ leadership skills and behaviors in a large public organization that is entirely participant-driven.

Abstract Background Middle Managers (MMs) are thought to play a pivotal role as knowledge brokers (KBs) in healthcare organizations. However, the role of MMs who function as KBs (MM KBs) in health care is under-studied. Research is needed that contributes to our understanding of how MMs broker knowledge in health care and what factors influence their KB efforts. Methods We used a critical interpretive synthesis (CIS) approach to review both qualitative and quantitative studies to develop an organizing framework of how MMs enact the KB role in health care. We used compass questions to create a search strategy and electronic searches were conducted in MEDLINE, CINAHL, Social Sciences Abstracts, ABI/INFORM, EMBASE, PubMed, PsycINFO, ERIC and the Cochrane Library. Searching, sampling, and data analysis was an iterative process, using constant comparison, to synthesize the results. Results We included 41 articles (38 empirical studies and 3 conceptual papers) that met the eligibility criteria. No existing review was found on this topic. A synthesis of the studies revealed 12 MM KB roles and 63 associated activities beyond existing roles hypothesized by extant theory, and we elaborate on two MM KB roles: 1) convincing others of the need for, and benefit of an innovation or evidence-based practice; and 2) functioning as a strategic influencer. We identified organizational and individual factors that may influence the efforts of MM KBs in healthcare organizations. Additionally, we found that the MM KB role was associated with enhanced provider knowledge, and skills, as well as improved organizational outcomes. Conclusion Our findings suggest that MMs do enact KB roles in healthcare settings to implement innovations and practice change. Our organizing framework offers a novel conceptualization of MM KBs that advances understanding of the emerging KB role that MMs play in healthcare organizations. In addition to roles, this study contributes to the extant literature by revealing factors that may influence the efforts and impacts of MM KBs in healthcare organizations. Future studies are required to refine and strengthen this framework. Trial registration A protocol for this review was not registered.

Purpose: The lived experiences of middle managers within the messy realities of change offer valuable insight into how middle managers deal with disruptions. The purpose of this research was to explore the lived experiences of middle managers within the messy realities of strategising during organisational change. Study design/methodology/approach: Using a qualitative, intrinsic, single-case study grounded in Weick’s sense-making theory, the sense-making practices of middle managers during organisational change were explored. Data was gathered through email journals over four months and enabled real-time tracking of microlevel strategising after change implementation. A constructionist form of thematic analysis was adopted and explored middle managers’ organisational social reality. Findings: Sense-making occurs on a cognitive and emotional level. Participants attached meaning to actions and thereby created a sense for themselves and others towards organisational security and sustainability. Middle managers reframed the constraining organisational context through embodied sense-making for practical coping, which enabled them to rise above the organisational complexity and contradiction. Originality/value: Recommendations are offered to support middle managers during organisational change.

BackgroundThe spread of COVID-19 has disrupted the lifestyles of the world’s population. In the workplace, the pandemic has affected all sectors and has changed the way work is organized and carried out. The health sector has been severely impacted by the pandemic and has faced enormous challenges in maintaining healthcare services while providing care to those infected by the virus. At the heart of this battle, healthcare managers were key players in ensuring the orchestration of operations and the physical and mental availability of employees during the crisis. Although few studies have been conducted to identify organizational practices or leadership skills to be adopted in a crisis context, the concrete behaviors of managers have not been documented yet. Therefore, this study aims at filling this gap by studying middle managers’ behaviors facing COVID-19 crisis in the healthcare sector.MethodsUsing a qualitative approach, eight focus groups were conducted online during the pandemic with 37 middle managers from the healthcare community of a Quebec health establishment (Canada) from April to June 2020. Thematic analyses were conducted, and a mixed-methods approach was used to analyse the data based on Viitala’s hierarchical model of management skills.ResultsBased on the six managerial skills proposed in the model of Viitala, 21 specific management behaviors were identified as having been deployed by middle managers at the beginning of the pandemic. Considering that the health sector has been profoundly shaken by this health crisis, in addition to being an environment likely to experience other crises, managers need to develop practical skills in various crisis management situations. Thus, the results guide practitioners by highlighting the importance of team-oriented management behaviors (leadership, supervisory competencies), especially in a crisis context.

Purpose – This study aims to investigate the influence of budgeting design characteristics on perceived budgeting usefulness, based on the enabling-coercive framework. Design/methodology/approach – This paper develops a survey in one large publicly-listed Brazilian company that operates in the electric utility industry. The sample comprises 75 middle managers from different areas of this organization. This study uses structural equation modeling as the data analysis method. Findings – The results indicate that internal and global transparencies determine middle managers’ perceptions of budgeting usefulness, while no relationship was found for repair capacity and flexibility characteristics. This paper shows that managers, when provided with global and internal transparencies and independently of their level discretion regarding target revisions or the reallocation of resources, perceive budgeting systems as being useful for decision-facilitating and decision-influencing roles. Practical implications – The findings might be relevant for budgeting professionals to review or design the budgeting system in terms of dribbling potential flaws and increasing its use in the organization. Originality/value – The study explores the multidimensionality of the enabling-coercive budgeting design construct. This study provides a theoretical contribution to the literature by showing that budget alignment, integration, learning and information sharing are relevant such that an organization could improve the assertiveness using budgeting systems. Besides, this paper provides an opposing view about the supposed relation between flexible budgeting design and budgeting usefulness. Frequently, some management directions are offered by the literature and no guarantee is provided in terms of the connection between the adoption and the usefulness of those mechanisms. Therefore, the findings shed more light on the practical developments in budgeting.

Abstract Background Accountable care has profoundly changed the organizational models adopted by health care organizations and, consequently, the skill set required for doctor-managers who have become middle managers and must deal with the operational management of their units. The aim of this study was to identify the psychological microfoundations (i.e., traits) of physicians’ managerial attitude. Specifically, we analysed the roles played by narcissism, specialization choices and identification with the organization. Methods We collected primary data on a population of ward unit heads in the Italian National Health Service. A logistic regression model predicting the levels of managerial attitude was employed. Results The results indicate that high levels of narcissism and identification with the organization are related to higher managerial attitude (instead of clinical attitude). Additionally, we found that physicians with a technique-oriented specialization present a higher probability of manifesting managerial attitude (in comparison to clinical attitude). Conclusions Hospital managers can benefit from the use of these findings by developing a strategic approach to human resource management that allows them to identify, train and select the right mix of technical knowledge and managerial skills for middle-management roles.

The purpose of the this research work was to evaluate the impact of social support (through its two dimensions: co-worker support and supervisor support) on the reduction of the burnout syndrome (considering its three dimensions: emotional exhaustion, professional efficacy, and cynicism) from two proposed models that show clear differences. Social support was assessed using the Job Content Questionnaire instrument, and the burnout syndrome was measured through the Maslach Burnout Inventory - General Survey. A total of 467 middle and senior managers from the Mexican manufacturing industry participated in the research. Structural Equation Modeling was used to determine the relationships between the proposed variables. The results of model one show that social support helps mitigate the effects of burnout syndrome in its three dimensions. On the other hand, model two features better fit indices and specifically shows that co-worker support has a direct negative relationship with the dimension of emotional exhaustion, while supervisor support directly and negatively affects cynicism. These results show that, although social support helps in the mitigation of burnout syndrome in general, each type of support separately has a direct impact on a specific dimension of the burnout syndrome. Clarifying these relationships will help in the proposal of occupational hazard management policies in the Mexican industrial sector.

Abstract Background Supervisors play an essential role in implementation by diffusing and synthesizing information, selling implementation, and translating top management’s project plans to frontline workers. Theory and emerging evidence suggest that through these roles, supervisors shape implementation climate—i.e., the degree to which innovations are expected, supported, and rewarded. However, it is unclear exactly how supervisors carry out each of these roles in ways that contribute to implementation climate—this represents a gap in the understanding of the causal mechanisms that link supervisors’ behavior with implementation climate. This study examined how supervisors’ performance of each of these roles influences three core implementation climate domains (expectations, supports, and rewards). Materials and methods A sequenced behavioral health screening, assessment, and referral intervention was implemented within a county-based child welfare agency. We conducted 6 focus groups with supervisors and frontline workers from implementing work units 6 months post-implementation (n = 51) and 1 year later (n = 40) (12 groups total). Participants were asked about implementation determinants, including supervision and implementation context. We audio-recorded, transcribed, and analyzed focus groups using an open coding process during which the importance of the supervisors’ roles emerged as a major theme. We further analyzed this code using concepts and definitions related to middle managers’ roles and implementation climate. Results In this work setting, supervisors (1) diffused information about the intervention proactively, and in response to workers’ questions, (2) synthesized information by tailoring it to workers’ individual needs, (3) translated top managements’ project plans into day-to-day tasks through close monitoring and reminders, and (4) justified implementation. All four of these roles appeared to shape the implementation climate by conveying strong expectations for implementation. Three roles (diffusing, synthesizing, and mediating) influenced climate by supporting workers during implementation. Only one role (diffusing) influenced climate by conveying rewards. Conclusions Supervisors shaped implementation climate by carrying out four roles (diffusing, synthesizing, mediating, and selling). Findings suggest that the interaction of these roles convey expectations and support for implementation (two implementation climate domains). Our study advances the causal theory explaining how supervisors’ behavior shapes the implementation climate, which can inform implementation practice.

Background: This study was designed to explore teachers’ and middle managers’ experiences regarding their principals’ instructional leadership practices aimed at improving curriculum delivery in schools. Literature on instructional leadership indicates how failing schools can be turned around to become successful if principals consider instructional leadership to be their primary role within schools. The authors, therefore, argue that it is the responsibility of principals to ensure that learners’ results are improved through intervention and support provided by the principals to capacitate teachers and middle managers in delivering the curriculum effectively. Globally, literature promotes the significance of the continued professional development of teachers, and many scholars allude to the pivotal role principals or school heads play in teachers’ skills advancement. Aim: The aim of this article was to identify principals’ instructional practices that improve curriculum delivery in schools, which are examined through the experiences of teachers and middle managers. Setting: The study was conducted in two schools in the Gauteng province of South Africa. Method: The researchers employed a qualitative approach, utilising three domains of instructional leadership as its framework, and these are defining the school mission statement, managing the instructional programme and promoting a positive school learning climate. Four teachers and four middle managers were purposefully selected at two schools for data collection conducted through semi-structured individual interviews, which were analysed using thematic content analysis. Results: Three themes emerged, namely, understanding good instructional leadership practices, teacher development as an instructional practice and instructional resource provisioning. Conclusion: The study highlights the importance of teachers and middle managers in understanding that principals are merely not school managers or administrators, but rather instructional leaders whose primary role is to direct teaching and learning processes in schools. Principals need to create time within their constricted schedules to become instructional leaders, which is their main purpose in schools. If the roles and responsibilities of middle managers are not explicit, their ability to simultaneously perform the dual task of being teachers and middle managers will be compromised.

The objective of this research was to understand the identity construction process of the middle managers (MMs) of a Colombian multilatina. From the research question, i.e., what are the components involved in the identity construction process of MMs?, it was established that MMs are those individuals whose level in the organization is below top managers and above first-level supervisors. The theoretical framework used was organizational identity (OI). To this end, literature review focused on the discussion of research works whose epistemological basis considered OI as a process, not as an invariant or static element. The case study used a qualitative approach. Identity construction processes are made up of three categories: recognition, transcendence and security. The research was conducted under the case study method and targeted a relatively new organi­zation that is in an unfinished and immature process of adopting a specific OI. The components explain the process and make it possible to elucidate a new way of approaching it at the manage­ment level; at the same time, due to their clarity and understandability, they can be used for other studies, as well as for consultancies. Finally, the integration of concepts from the social sciences for conceptualization and analysis nourishes the dialog with the administrative field.

The concept of organizational culture is fundamental to explain critical phenomena in the functioning of organizations, phenomena such as the creation of a hierarchy of values on which depends either the strategic direction of the system or the determination of fundamental attitudes towards the internal and external environment. The paper presents comparative results of GLOBE research in various countries, research based on the correlation between national culture, organizational culture and leadership. In order to determine main differences, in terms of organisational culture and leadership between countries are took in account important countries from different continents and regions.For the study relevance are considered countries from different clusters in terms of societies and related to the cultural dimensions

Lately, there has been a growing tendency of corporations to establish corporate incubators as a strategic tool of transformation. However, the managers of those incubators are often lacking the appropriate knowledge and experience when it comes to setting the right framework for implementing such novel innovation units. In this context, the role of middle managers needs to be re-evaluated in order to support them with the right toolset for such an endeavour to become successful. This article analyzes the role of middle managers in the implementation of a corporate incubator by conducting an in-depth single case study within a large German automotive company. In addition to insights from a comprehensive literature review, the study’s interviews with 13 experts reveal challenges as well as key success factors from the perspective of middle managers on the stated research problem. In particular, the ability of middle managers to influence employees and top management has been considered with the aim of avoiding resistance and failure. The findings from this study contribute to the research streams of corporate incubation and middle management. In addition, the findings are particularly relevant for managers of large corporations who are facing the challenge of transforming their organization due to digitalization and unpredictable developments in the market.

The paper presents a theoretical evidence and description of the dynamic model of strategic impact of middle management in the organization. This model is based on the ideas about changing roles of middle managers in strategic development organizations. The paper discusses the new competence of managers, developed within the discourse and context paradigms of organizations, theoretically argues dynamic model of strategic influence managers, which can be used to the manager’s initiative evaluation at any level of management.

Middle managers are believed to play most crucial part in strategic change that in consequence leads to organizational success. The present study seeks to identify the underlying success factors for effective strategic change and, to investigate the relationship between middle management strategic involvement and effective strategic change. Data were collected following a survey administered among a group of mid-level managers (N=144) serving in twenty different private commercial banks in Bangladesh, and analyzed using various statistical tests including descriptive analysis, Pearson correlation, and simple and multiple regressions in STATA. Results uncovers that factors like relation with top management, strategy, role and skills are essential for effective strategic change. This study also reveals significant relationship between middle management strategic involvement and effective strategic change. Findings of this research suggest that organizations shall involve mid-level managers to formulate and implement strategy since middle mangers work as a bridge between top management and ground level workers.

Background: In year 1995, new system administration plan of hospitals (fee for service) was notified. This scheme was implemented in hospitals for 20 years. In the early September 2104, new guidelines of performance-based fee for service plan with the aim of deficiencies in the previous plan was reviewed and implemented in hospitals in Isfahan. This study aimed at investigating reform strategies to improve monitoring performance and infrastructure implementation development of the new scheme of fee guidelines in 2014. Materials and Methods: This study was a qualitative one based of phenomenology. Depth interviews were used to collect data. Eleven individuals assessed including top and middle managers and professors of Isfahan University of Medical Sciences using content analysis method. Results: In this study, eight main themes and ten sub-themes extracted including appropriate policy making, health management reform in health system, cultural building in monitoring, proper planning, physicianschr('39') motivation, infrastructure improvement, improving training, informatics and constructive interactions between senior managers and hospitalschr('39') directors. Conclusion: With the aim of rationalizing the health system, new instructions and fee for service plan should be considered well to tackle weak points. It seems that coping with these weak spots in new fee for service plan, has feasibility to provide more satisfaction among physicians and staff. To achieve main goal of the project which defined as patients and staff satisfaction, using new reform strategies to facilitate plan implementation, continuing observation and stronger mentoring recommended.

This paper draws on the perceptions of middle managers in Jordan to identify what determines upper management’s decision in International Hotel Chains (IHC) to invest in out-of-country training (OCT). A model employing the presence of relationships between ‘attitudes’, ‘benefits and usefulness’, ‘barriers’ and ‘IHC’s decision’ to invest in OCT, was proposed and examined. A total of 261 middle managers from IHCs in Jordan provided responses to a structured survey. Confirmatory factor analysis validated the dimensions for each construct. Structural equation modelling (SEM) was used to test the relationships among the four constructs of the study. The results showed a direct relationship between attitudes and benefits/usefulness to IHC’s decision to invest in OCT, and demonstrated the mediating role of attitudes in the inverse r

Introduction: One of the managers’ characteristics that lead to the success of the modern organizations is managers’ intelligence. The intelligence that enable managers to make strategic decisions in these organizations is spiritual intelligence. Another characteristic of managers that lead to the success of the organizations is how to apply the effective leadership styles. The aim of this study was to investigate the relationship between leadership styles and managers’ spiritual intelligence in Kerman University of Medical Sciences in 2016. Methods: This descriptive-analytical study was performed on 71 managers of Kerman University of Medical Sciences in the three levels of management who were selected using census method. In this study, spiritual intelligence was measured using King Questionnaire and leadership style was measured using Metzcus & Burdens questionnaire. Data were analyzed using SPSS 16. Then Structural Equation Modeling (SEM) was used by Smart PLS 2.0. Results: The results showed that managers of Kerman University of Medical Sciences often use task-oriented leadership style (67%). There was a significant positive relationship between the spiritual intelligence and leadership styles and also between the spiritual intelligence and education level of managers (P=0.01). It was also revealed that the managers who use the combination of leadership style, have higher level of spiritual intelligence. Conclusion: Due to the condition of modern organizations which are always faced with different challenges, managers are recommended to raise the level of their spiritual intelligence by reinforcing their beliefs and values and using the combination of leadership style for leading the organization. Key­words: Spiritual Intelligence, Leadership Style, Operational Managers, Middle Managers, Master Managers ­Citation: Nekooee Moghadam M, Amiresmaelee MR, Mosayebi Ardakani A. The Relationship between Leadership Styles and Spiritual Intelligence of Managers Headquarter units of the Kerman University of Medical Sciences in 2016. Journal of Health Based Research 2016; 2(2): 173-182.

Introduction:Conflicts in hospitals, in addition to reducing Employee’s productivity and satisfaction, and also increasing hospital’s costs, has a negative effect on the treatment process. Therefore, acquiring necessary knowledge and skills for conflict management are essential for hospital managers. The present study aimed to investigate the conflict management strategies used by managers of hospitals affiliated with Tehran University of Medical Sciences (TUMS). Method:This is a descriptive – analytic study conducted as a cross-sectional one in 2015. The sample consisted of 563 managers of three levels of management including senior, middle, and executive managers in hospitals affiliated with TUMS. Using a high valid and reliable self-made questionnaire based on Thomas and Kilman’s model, the data was collected. Data analysis was performed by SPSS software 19, and using descriptive (Mean, Standard Deviation, Frequency and Percentage) and inferential statistics (Regression, Spearman and ANOVA). Results:The results show that collaborating style was the dominant style used by hospital managers. Compromising and accommodating styles were the next management strategies in order. There were significant statistical relationship between management style and management level (P=0.038), age (P=0.016), manager’s work experience (P=0.019), management experience (P= 0.021) and conflict management training courses (P=0.001). Conclusion:The nature of healthcare organizations requires that managers use collaborating, compromising and accommodating styles in order to interact with various stakeholders. Holding suitable training course in the field of conflict management has a significant role in reducing devastate effects of conflict in the hospitals. Key­words: Conflict Management, Senior Managers, Middle Managers, Executives, Teaching Hospitals Citation:Mosadeghrad AM, Arab M, Mojbafan A.Study of Conflict Management Styles in Tehran University Affiliated Hospitals. Journal of Health Based Research 2016; 2(1):1-13.

Orientation: Leadership challenges have been evident in the South African higher education sector since 2004. Dealing with these challenges has focused more on external factors at top management level than on the possible contribution of intrinsic factors among other levels of institutional management. Research purpose: The purpose of the research was to determine the relationship between motivation sources and the leadership styles of middle managers in a South African higher education institution. Motivation for the study: The ongoing leadership challenges in the higher education sector in South Africa require not only strategies to deal with them at a national level but also academic efforts that focus on previously neglected areas, such as sources of leadership motivation. Research design, approach and method: The population of the study consisted of 75 middle managers, comprising both academic and non-academic staff. A final sample size of 40, conveniently selected, was achieved. A quantitative research approach was employed using the case study method. Main findings: Results showed a positive relationship between transformational leadership and intrinsic process motivation, self-concept internal motivation and goal internalisation motivation. A negative correlation was found between instrumental motivation and transactional leadership style. Practical and managerial implications: Motivation sources could be used to explain leadership behaviour and assist in the selection and development of specific leadership styles for the different managerial levels within academic institutions through motivation profiling. Sources of motivation may provide one of many pieces of information to consider when making recruitment and leadership development decisions within institution. Contribution or value added: This is the first study of its kind to investigate the two variables within a higher education context. The study makes an invaluable contribution to the broadening of existing knowledge and a scholarly understanding of leadership motivation and behaviour.

In recent years, the main concern of the Chinese Ministry of Education has been the quality of education. Principals are expected to play a key role in guiding the developmental direction of their schools, in guaranteeing the implementation of curriculum reform and in facilitating school-based teacher development. The aim of the study referred to in this article was to investigate the characteristics of principals' educational leadership through a case study of two secondary schools in Beijing. The study employed a qualitative research method to investigate educational leadership in two secondary schools in Beijing. The observations of our study indicate a strong tendency for principals to implement the traditional top-down instructional type of leadership promoted by the District Education Bureau. At one of our sample schools, the principal employed a paternalistic leadership style, and teachers at both schools emphasized the paternalistic role of the principal, including in engaging in various aspects of their personal lives. At our second sample school, the principal was attempting to delegate certain levels of authority and responsibility to ordinary teachers. However, we found that her efforts were being hindered by middle managers.

Stress is a major health problem in today's workplace. Recent studies suggest that acceptance and commitment therapy (ACT) is effective for reducing stress at work, specifically among managers. Moreover, smartphone-delivered treatments have been developed and increasingly used in research. The objective of our study was to evaluate the efficacy of an ACT-based smartphone treatment among middle managers at medium- and large-sized companies (>50 employees) in Sweden. A total of 73 participants were randomized to either receive the six-week stress intervention (n = 36) or to a waitlist control group (n = 37). Results showed small to moderate within-group effect sizes (Cohen's d range 0.37–0.62) for the treatment group, and small to moderate between group effects (Cohen's d range 0.41–0.50). In conclusion, the study indicates that a smartphone administered stress intervention based on ACT can reduce perceived stress and increase general health among Swedish middle managers in the private sector.

Clear and specific communication lines need to be established within the educational system to achieve successfully the vision, mission, goals and objectives of the institution. The study aimed to determine middle managers’ management communication styles and its effectiveness, and the barrier commonly encountered. The study was conducted in a state university of the Philippines utilizing the descriptive research design to describe the middle mangers management communication style, effectiveness and barriers encountered. There were two groups of respondents in the study; group of middle managers and the group of subordinates. The subordinates are the faculty or staff who were directly under the supervision of the middle managers. They validated the management communication styles, effectiveness and barriers encountered by the middle managers. The questionnaires were intended to define the demographic profile of the middle manager, identify the management communication styles, and assess the effectiveness and barriers to effective communication. Most of the middle managers’ management communication style was open, then blind, hidden and few of them were using closed style. These managers were found effective in seeking and giving feedback, listening, understanding others, influencing and relating and oral and written skills. The management communication performance of the middle managers is not greatly affected by the different management communication barriers.

Sharing of information through oral communication has increased in significance among different occupations specifically among managers. This has resulted in the need for an instrument to measure managers’ oral communication capabilities. The main objectives of this paper are to identify the dimensions of the oral communication capability and to develop an instrument to measure this capability. To achieve these goals, a survey was conducted among 59 male and female middle managers in different companies through providing a modified Oral Communication Capability Self-test. The results indicate that the oral communication capability construct has a structure with three dimensions among Iranian managers: The Ability to Pass on Information, The Ability to Present Self Credibly, and The Ability to Communicate With Male Counterparts. This study also investigated the typology of middle managers based on their oral communication capabilities. Based on the cluster analysis procedure, a two-cluster solution with significant differences between all oral communications dimensions was obtained.

Background: Calls have been made especially during a period of global competition and economic austerity for research that focuses on how competitive intelligence (CI) is actually generated within organisations. Objectives: The aim of this study was to understand the views and experiences of middle managers with regard to their role and contribution towards the CI process within Irish subsidiaries of the Multinational Corporation (MNC). Method: The study adopts a qualitative approach using the semi-structured interview technique to generate narratives and themes around how CI is generated using a sample of 15 middle managers drawn from five participating Irish subsidiaries. Results: Based on the analysis of the narratives of the middle managers, three main themes emerged as findings. Firstly, the process of gathering CI was facilitated by the reliance on internal and external tools. Secondly, information gathered from the use of such tools was then communicated by middle managers to top managers to inform the making of strategic decisions. Thus, (and thirdly), middle managers were found to occupy an important role not only through the execution of their management duties but by extending this influence towards the generation of information deemed to affect the competitive position of not just the subsidiary but also the parent company. Conclusion: The study concludes by focusing on the implications and recommendations based on the three themes drawn from the empirical data.

A big challenge in modern service organization is to focus on customers and to forge their satisfaction and loyalty. Innovation, information technology and value added are decisive factors, however the main aspect to consider is the human factor. It is necessary to focus on people in order to improve the service capability within the organization.Middle manager is the link between the strategy designed by top management and the execution to deliver services, that is realized by employees guided by leaders of middle level. Our study is focused on middle manager service orientation as the pillar to get a customer focus and to forge the service employees' performance.We consider that middle managers have to asume a service leadership in order to foster the productivity and employees' commitment. In that sense we focus especially on middle managers' main roles. Those are the key aspect to deploy a service culture, and at the same time to promote employees' satisfaction that drives their performance and development.

This article reports on a phenomenological study that examined middle managers beliefs about organisational coaching and their coaching practices. The study also investigated middle managers’ conclusions, drawn from the relationship between these two objects. Two unstructured in-depth interviews based on participants’ coaching experience were conducted with each of four middle managers who came from different Lithuanian corporate organisations. The article provides a more thorough understanding of middle managers’ views about their own beliefs and their coaching practices. It is expected that managers of all levels and those who provide coaching training in organisations, would benefit from this study.

This article gives an insight into the research methods and findings of a study of the perceptions of middle managers in relation to engagement in coaching. The article aims to give an understanding of the importance of the chosen methodology and how this can be the key to successful research. It will conclude with an insight into the conclusions from the study which focused on taking coaching forward to middle manager level.

The aim of the study was to establish whether managers at different levels of the organisational hierarchy perceive different managerial competencies as important for middle managers, and whether there were differences between the perceptions of males and females. The participants consisted of 444 senior, middle and first-line managers from a parastatal organisation in Botswana. They completed a questionnaire that assessed their opinions on the importance of six broad competencies for middle managers. It was found that senior managers rated interpersonal competence as more important than middle managers, whereas first-line managers rated operational competence as more important than middle managers. Females perceived analytical and operational competencies as more important than males, whereas males perceived interpersonal competencies as more important than females. Opsomming Die doel van die studie was om vas te stel of bestuurders op verskillende vlakke van die organisatoriese leer verskillende bestuursbevoegdhede belangrik ag vir middelvlakbestuur en of die persepsies van vroue van dié van mans verskil. Die deelnemers was 444 senior, middel- en eerstevlakbestuurders van ’n semi-staatsorganisasie in Botswana. Die bestuurders het ’n vraelys voltooi waarin hulle hul menings oor die belangrikheid van ses breë bevoegdhede vir middelvlakbestuurders moes aandui. Daar is bevind dat senior bestuurders meer klem op interpersoonlike bevoegdheid as middelbestuurders plaas. Daarteenoor het eerstelyntoesighourers operasionele bevoegdheid as belangriker geag as middelbestuurders. Vroue het analitiese en operasionele bevoegdhede as belangriker beskou as mans en mans het interpersoonlike bevoegdhede as belangriker beskou as vroue.

Abstract Background Middle managers have received little attention in extant health services research, yet they may have a key role in healthcare innovation implementation. The gap between evidence of effective care and practice may be attributed in part to poor healthcare innovation implementation. Investigating middle managers' role in healthcare innovation implementation may reveal an opportunity for improvement. In this paper, we present a theory of middle managers' role in healthcare innovation implementation to fill the gap in the literature and to stimulate research that empirically examines middle managers' influence on innovation implementation in healthcare organizations. Discussion Extant healthcare innovation implementation research has primarily focused on the roles of physicians and top managers. Largely overlooked is the role of middle managers. We suggest that middle managers influence healthcare innovation implementation by diffusing information, synthesizing information, mediating between strategy and day-to-day activities, and selling innovation implementation. Summary Teamwork designs have become popular in healthcare organizations. Because middle managers oversee these team initiatives, their potential to influence innovation implementation has grown. Future research should investigate middle managers' role in healthcare innovation implementation. Findings may aid top managers in leveraging middle managers' influence to improve the effectiveness of healthcare innovation implementation.