The chapter aims to bring out the dynamic nature or hierarchy in organizations and presents a conceptual framework for making sense of hierarchy in contemporary work. We describe hierarchy as the result of a contradictory dynamic that incorporates both vertical and horizontal practices of...

Purpose: Complex organizations increasingly rely on middle managers as strategic linking-pins between the top and bottom levels of the organization. Using social identity theory and commitment theory as the foundation, this study evaluates a management and leadership development program (MLDP)...

Purpose – The purpose of this paper is to evaluate a leadership program in a way that captures leadership self-efficacy, political skills (PS) and resilience in the form of indicators of health and well-being that would have relevance for leadership roles in turbulent organizations....

In this paper we investigate and explore middle managerial talk and practice connected to expectations of leadership in a planned corporate cultural change. In the paper we follow how a middle manager positions himself in relation to the contemporary discourse on leadership. In particular we...