Empowering middle managers to be transformational leaders

Article Abstract:

The article describes a field study of a large-scale management development program designed to stimulate middle managerial change. The development of a change typology suggests that middle managers are capable of making both transformational and transactional change targeted at themselves, their work unit, and their organization. Those with low levels of self-esteem, job affect, and social support tended to limit their efforts to changing themselves and thus had little impact on the organization. In contrast, individuals with high levels of self-esteem, job affect, and social support were more likely to make transformational changes. Thus the analyses suggest that individual mind-set prior to attending the program moderates the type of change undertaken by the middle managers. The most surprising finding is that those middle managers who were plateaued were most likely to make the most radical changes. The findings have implications for change mastery as well as resistance to change. (Reprinted by permission of the publisher.)

Self-esteem, Self esteem, Social networks, Job satisfaction, Middle managers

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Turbulence and bureaucracy

Article Abstract:

It has been argued that bureaucratic strategies are less effective for organizations operating in turbulent environments. This is particularly true for many volatile high-tech companies that have forsaken bureaucratic structures in favor of more flexible strategies. In this article, a case study of a high-tech firm suggests that the effects of turbulence are paradoxical. Turbulence can enhance the appeal of bureaucracy as well as make it difficult for firms to operate according to bureaucratic principles. The study's findings identify the major factors that were associated with the adoption of a bureaucratic structure by this firm. In addition, the problems encountered by firms choosing bureaucracy are identified and discussed. It is recommended that future research focus on the implications of internal expertise for firms' abilities to resist inappropriate bureaucratization. (Reprinted by permission of the publisher.)

Bureaucracy

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The Model Minority Thesis revisited: (counter)evidence from the science and engineering fields

Article Abstract:

In this article, the author explores whether Asian Americans in science and engineering fit the image of a successful Model Minority and whether, compared to whites and blacks, Asian Americans have similar chances of moving into management. Drawing from National Science Foundation panel data, this study examines the likelihood of whites, blacks, and Asians moving into management across occupational fields and organizations. Results indicate that only in certain occupations and organizations are Asian American males and females doing as well as their white peers. In contrast, blacks seem to have mobility comparable to whites across fields and organizations. The racial patterns of the career mobility of scientists and engineers provide mixed evidence for the thesis that Asian Americans are a successful Model Minority in professional occupations. (Reprinted by permission of the publisher.)

Employment, Science, Minorities, Asian Americans, Employee promotions, Minorities in science, Minorities in engineering, Minority engineers

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