Energizing Middle Managers' Practice in Organizational Learning

Autor/inn/en	McKenzie, Jane; Varney, Sharon
Titel	Energizing Middle Managers' Practice in Organizational Learning
Quelle	In: Learning Organization, 25 (2018) 6, S.383-398 (16 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	0969-6474
DOI	10.1108/TLO-06-2018-0106
Schlagwörter	Middle Management; Workplace Learning; Coping; Administrator Attitudes; Organizational Change; Measures (Individuals); Affective Behavior; Learning Processes; Administrator Role; Teamwork; Leadership Styles + Suchen Sie Ihr Suchwort? Mittlere Führungskraft; Bewältigung; Organisationswandel; Messdaten; Affective disturbance; Active behaviour; Affektive Störung; Learning process; Lernprozess; Führungsstil
Abstract	Purpose: This paper aims to consider middle managers' influence on organizational learning by exploring how they cope with demands and tensions in their role and whether their practice affects available team energy. Design/methodology/approach: In total, 43 managers from three large organizations involved in major change assessed their group's energy using a tested and validated instrument, the OEQ12©. This generated six distinct categories of team energy, from highly productive to corrosive. Thirty-four of these managers, spread across the six categories, completed a Twenty Statements Test and a follow-up interview to explore their cognitive, affective and behavioural responses to coping with resource constraints and tensions in their role. Findings: The research provides preliminary insights into what distinguishes a middle manager persona co-ordinating teams with highly productive energy from those managing groups with less available energy to engage with knowledge and learning. It considers why these distinctions may affect collective sensitivities in the organizational learning process. Research limitations/implications: Informants were not equally distributed across the six team energy categories; therefore, some middle manager personas are more indicative than others. Practical implications: This research suggests areas where middle manager development could potentially improve organizational learning. Originality/value: This study offers early empirical evidence that middle managers' orientation to their role is entangled with the process of energizing their teams in organizational learning during change. (As Provided).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2020/1/01