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Top management team and middle managers: Making sense of leadership

Anneloes Raes, Ursula Glunk, Mariëlle G. Heijltjes & Robert A. Roe

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abstract This study provides insight about the process of top management teams' (TMTs') sensemaking about leadership of middle managers—a process that has so far been neglected by researchers. In a longitudinal case study design, the authors analyzed observational data from 23 TMT meetings and transcripts from interviews with TMT members. Results indicate that TMT sensemaking consisted of images of middle managers, the TMT self-image, and reflection on action and action planning. Furthermore, the importance of TMT unity in actions toward middle managers is highlighted as an important aspect of TMT leadership. It is suggested to incorporate TMT sensemaking about leadership, as well as actual leadership actions toward middle managers, as processes for explaining how TMT composition influences organizational performance.
   
type journal paper
   
keywords Top management team, middle managers, sensemaking
   
language English
kind of paper journal article
date of appearance 1-6-2007
journal Small Group Research
publisher Sage (Thousand Oaks, Calif.)
ISSN 1046-4964
ISSN (online) 1552-8278
DOI 10.1177/1046496407301969
volume of journal 38
number of issue 3
page(s) 360-386
review not reviewed
   
citation Raes, A., Glunk, U., Heijltjes, M. G., & Roe, R. A. (2007). Top management team and middle managers: Making sense of leadership. Small Group Research, 38(3), 360-386, DOI:10.1177/1046496407301969.