When Executives and Middle Managers Collide: Strengthening the Core, Engaging for Success

Abstract

While often overlooked, middle managers play important leadership roles for organizations. Whether through communication linkages or simply by greasing the wheel of productivity, organizations with properly motivated middle managers typically have a stronger core culture and more profitable outcomes. This study seeks to identify key motivational factors for middle managers as well as the disconnect that many organizations have in properly utilizing middle management. We examine the problems stemming from the Pygmalion Effect and hypereffectivity. Our conclusions are supported with survey data and top line BLS demographic data. Using regression analysis, we show that what middle managers say motivates themselves is not always what executives believe motivates middle managers. Implications for leadership development and directions for future research are also provided.