Middle managers' upward roles in the public sector

Middle managers' upward roles in the public sector

Whereas previous public administration studies have focused on middle managers’ roles in implementation, this study contributes to the literature by emphasizing middle managers’ other roles, specifically, upward roles that concern (a) championing alternatives and (b) synthesizing information. We exa...

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Bibliographic Details
Main Authors: Chen, Chung-An, Berman, Evan M., Wang, Chun-Yuan
Other Authors: School of Humanities and Social Sciences
Format: Article
Language:English
Published: 2014
Subjects:
DRNTU::Social sciences::Political science::Public administration
Online Access:https://hdl.handle.net/10356/103702
http://hdl.handle.net/10220/24561
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Institution: Nanyang Technological University
Language: English
Description
Summary:Whereas previous public administration studies have focused on middle managers’ roles in implementation, this study contributes to the literature by emphasizing middle managers’ other roles, specifically, upward roles that concern (a) championing alternatives and (b) synthesizing information. We examine whether middle managers are more involved in synthesizing information than championing alternatives and test multiple levers that increase these roles at the individual, organization, and interorganizational levels. This study finds that job security, connections with stakeholders, and autonomous motivation are among the most important predictors. This study calls for taking a broader perspective on middle managers’ contributions to public organizations.

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