Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Juggling in the middle: Middle managers’ perceptions on leading through the complexity of change
Stockholm University, Faculty of Social Sciences, Stockholm Business School.
Stockholm University, Faculty of Social Sciences, Stockholm Business School.
2016 (English)Independent thesis Advanced level (degree of Master (Two Years)), 20 credits / 30 HE creditsStudent thesis
Abstract [en]

Dealing with change is crucial for organizations in order to survive in today's constantly changing business environment, such tasks are included in the role of the middle managers’. There are plenty of studies made on change and how managers’ successfully should lead through change, but managers’ own perceptions and considerations of what is important when proceeding with change, seems less researched. The aim of this paper is to contribute with a better understanding of how middle managers’ perceive their own position and leadership in change. A case study was conducted on a large international company within the construction and property development industry. The study is based on significant competences and procedures required by middle managers’, when leading through change. The methodology used was a deductive and qualitative approach, and contain in-depth interviews on middle managers’ perceptions on change. In total, 18 middle managers’ was interviewed and the interviews were then transcribed, thematized and presented through quotes. Our results indicate that middle managers’ perception of leading teams through change is a difficult process due to the often short time frames, high expectations coming from above and leadership norms shaped in society. From a learning perspective, a change process is suggested to be less focused on the leader and rather enable the whole team to manage change. The most neglected aspects of learning was to take the time to reflect and to consider mistakes as part of a learning process. 

Place, publisher, year, edition, pages
2016. , p. 52
Keyword [en]
Leadership perception, Leading change, Learning through change, Middle managers
National Category
Business Administration
Identifiers
URN: urn:nbn:se:su:diva-147528OAI: oai:DiVA.org:su-147528DiVA, id: diva2:1146417
Supervisors
Examiners
Available from: 2017-10-03 Created: 2017-10-02 Last updated: 2017-10-03Bibliographically approved

Open Access in DiVA

fulltext(797 kB)47 downloads
File information
File name FULLTEXT01.pdfFile size 797 kBChecksum SHA-512
2216641c3aea4f1a7709c61b960bcda75ad625a6257a5ab1fb0aa1a4af255ffd6596efda18bfca3eec0fe69807cc000df93ef594ced1d146c796a900c8cbe2cb
Type fulltextMimetype application/pdf

By organisation
Stockholm Business School
Business Administration

Search outside of DiVA

GoogleGoogle Scholar
Total: 47 downloads
The number of downloads is the sum of all downloads of full texts. It may include eg previous versions that are now no longer available

urn-nbn

Altmetric score

urn-nbn
Total: 140 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf