Mid-level managers: A case study of organizational factors that influence leadership development

Abstract

The current qualitative case study explored the perceptions of 11 mid-level managers regarding organizational factors that influence development of leadership competence. Results revealed 35 systemically connected factors within three over-arching themes. Participants identified culture, investment, and leadership as being both positively and negatively influential in development of leadership competence, with the type of influence dependent on context. Within the case study, middle managers found ways to develop skills within a passive development system; however, development was incomplete and subject to error. An implication was to manage strategically development through centralized investment and standards in conjunction with customized support and encouragement at the local level to influence positively mid-level management development of leadership competence.