This paper critically explores the strategic role of middle management within organizational structures and examines the challenges these managers face in promoting innovation. Positioned between senior leadership and frontline employees, middle managers are crucial in translating high level strategies into operational realities, fostering team performance, and facilitating communication across hierarchical levels. Drawing upon a broad range of scholarly and practitioner sources, the paper highlights how middle managers’ dual responsibilities, managing upward and downward, can lead to role conflict, emotional strain, and identity ambiguity. Additionally, the increasing demand for digital literacy, data analytics, and hybrid work adaptability has further expanded their competency requirements. Despite their critical position, middle managers are frequently excluded from strategic decision making processes, limiting their sense of ownership and impeding innovation efforts. This study accentuates the need for targeted capacity building initiatives and institutional support to empower middle managers as effective drivers of innovation. By addressing the structural and skill based barriers they face, organizations can better harness the strategic potential of middle management and improve innovation success rates.
- Quote paper
- Letang Kekwaletswe (Author), 2025, Middle Managers and their role in the organisation, Munich, GRIN Verlag, https://www.grin.com/document/1592772
