unfreezeGabriel Lopez

What the research says

What do middle managers need from senior leaders during change?

The short answer

In the studies we mapped, two things come up: backing from their own bosses, and leaders who attend to relationships as well as tasks. In a randomized program, empowerment raised unit managers' sense of control only where they felt their own bosses backed them. In Chinese private firms, humble CEOs were linked to more unified top teams and to more engaged, committed middle managers, and another study found humble executives' link to satisfied middle managers was weaker when the top team was split by faultlines. CEOs' relationship-focused behaviors were tied to middle managers' attitudes. Apart from the randomized program and one conceptual paper, these studies show association.

Based on 6 studies from the Atlas of the Middle: 1 rated high strength, 3 medium, 2 low. Designs: mixed (2), survey (2), experiment (1), conceptual (1).

Backing from above

The highest-rated study here is a randomized empowerment program at a large trucking company, where unit managers' sense of control rose only where they felt their own bosses backed them. A conceptual model of line managers in public services taking on HR duties concludes they need adequate support to do it well.

Logan & Ganster (2007) · experiment · HighThe Effects of Empowerment on Attitudes and Performance: The Role of Social Support and Empowerment BeliefsAt a large trucking company, a randomized empowerment program raised unit managers' sense of control only where they felt their own bosses backed them, and it also lifted their units' measured performance.McGuire et al. (2008) · conceptual · LowThe Role of Line Managers as Human Resource Agents in Fostering Organizational Change in Public ServicesThe authors propose a model of what helps and hinders line managers in public services as they take on HR duties, concluding they need adequate support to do it well.

Humble and unified top teams

In 63 private Chinese firms, humble CEOs were linked to more unified top teams, and middle managers below them saw a more empowering climate and were more engaged, committed and better performing. Across 43 top teams, humble executives' link to satisfied middle managers was weaker when the top team was split by faultlines.

Ou et al. (2014) · mixed · MediumHumble Chief Executive Officers’ Connections to Top Management Team Integration and Middle Managers’ ResponsesIn 63 private Chinese firms, humble CEOs were linked to more unified top teams, and middle managers below them saw a more empowering climate and were more engaged, committed and better performing.Ou et al. (2017) · survey · MediumWhen Can Humble Top Executives Retain Middle Managers? The Moderating Role of Top Management Team FaultlinesAcross 43 top teams, humble executives' link to satisfied middle managers was weaker when the top team was split by faultlines, and those faultlines also blunted how much dissatisfaction pushed managers to quit.

Relationships as well as tasks

In 125 Chinese firms, CEOs' task-focused behaviors were linked directly to firm performance, while their relationship-focused behaviors were linked to middle managers' attitudes, which in turn tied to performance. In other Chinese firms, middle managers picked up on their CEO's personal values, and a CEO's inspiring behavior went with stronger commitment when the CEO cared about others.

Wang et al. (2011) · survey · LowCEO leadership behaviors, organizational performance, and employees' attitudesIn 125 Chinese firms, CEOs' task-focused behaviors were linked directly to firm performance, while their relationship-focused behaviors were linked to middle managers' attitudes, which in turn tied to performance.Fu et al. (2010) · mixed · MediumPursuit of Whose Happiness? Executive Leaders' Transformational Behaviors and Personal ValuesIn Chinese firms, middle managers picked up on their CEO's personal values, and a CEO's inspiring behavior went with stronger commitment when the CEO cared about others and weaker commitment when the CEO was self-focused.

What I take from it

My read is that the most useful thing a senior leader can give a middle manager during change is visible backing, and a top team that is not pulling in different directions. I would check both before asking the middle for more.

This is my reading, Gabriel Lopez's, not a finding of the studies above.

Common questions

Does empowering middle managers work without senior support?

In a randomized empowerment program at a large trucking company, unit managers' sense of control rose only where they felt their own bosses backed them.

Does the CEO's style reach middle managers?

In two studies of Chinese firms, it appears to. Humble CEOs were linked to more unified top teams and more engaged, committed middle managers, and middle managers picked up on their CEO's personal values.

Free guideThe 12 core answers in one 15-page PDFWhat the research says about change in the middle, with how strong the evidence is.Get the guide

Every summary on this page was written by Unfrozen from the study's abstract or full text and checked twice by independent AI reviewers. Loop coding is exploratory and AI-assisted, pending human verification. Spot an error? Email info@unfreeze.us and it gets fixed.

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