Davis et al. (2012), Leadership & Organization Development Journal

Fostering strategic awareness at an organization's boundary

In a survey of tellers and customer service staff at one large regional bank, strategy messages from top and middle managers were tied to frontline strategic awareness in different ways, and the two sources interacted.

Parts of the Loop it informs

Make sense togetherMixed

Read the original paper

Summary written by Unfrozen from the published abstract, then checked twice by independent reviewers against the source. Loop coding is exploratory and AI-assisted, pending human verification. Spot an error? Email info@unfreeze.us and it gets fixed.

Related studies

Huy (2011)In a three-year case at a large tech firm, executives treating strategy as a purely task-focused job unintentionally stirred middle managers' group identities around tenure and language; the resulting emotions saw managers, even ones executives promoted, back or quietly brush off an initiative.Huy et al. (2014)Over three years of a radical change, middle managers went from supporting their top leaders to mutiny as they reassessed whether those leaders were legitimate, and their emotional reactions fed rising resistance.Agostino et al. (2013)In an Italian court house modernisation, middle-manager 'mediators' translated leaders' ideas in three distinct ways, and the approaches differed in how well they turned those ideas into everyday work.Starke et al. (2011)At a small manufacturer, most of a transformation happened after its champion CEO left and an unsupportive former CEO returned, with supervisors, staff and new systems filling the leadership gap.