The future of Middle Managers starts with You
Influence Without Authority, Role Ambiguity and Identify Conflict in Middle Managers
2 Core Research Questions
1. What influence strategies do middle managers use to lead effectively without formal authority, and how do these strategies impact organisational outcomes?
2. How does role ambiguity shape the leadership identity and self-concept of middle managers?
Why This Matters
Middle managers must lead through persuasion, credibility, and relationship capital, not power. Yet they often receive no formal training in influence or political navigation.
Middle managers sit in a tension-filled space, they're expected to “lead up” to executives, “lead down” to teams, and “lead across” to peers. This can create internal conflict about who they are as leaders, and whether they’re truly empowered.
Impact of This Research
This research aims to find the following:
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Identify the most effective influence tactics and when to use them.
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Help redefine leadership success beyond formal power.
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Identify the leadership identity needs of middle managers.
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Provide a roadmap for organisations to create role clarity.
- Equip L&D teams to better prepare middle managers for real influence.
- Inform coaching, L&D, and succession planning.