ADDING TO PURPOSE: FACTORS INFLUENCING MIDDLE MANAGERS TO BECOME CHANGE LEADERS
A case study in a manufacturing organization
Master Thesis, MSc Business Administration: Change Management
University of Groningen, Faculty of Economics and Business
ABSTRACT
This study opens the black-box on the role transition middle managers undergo in a change project, when they become change leaders. Within a single case study, eleven semi-structured interviews were used to gain deeper insights on factors that influence the process in a emergent perspective, adding to purposeful actions by higher management, planned activities. The process was analysed by means of the evolutionary theory on variation, selection and retention. Behavioural changes leading to role transitions were subject of interest. Variation, the generation of new ideas about behaviour, is influenced by interaction, middle manager background, higher management actions, strategic framework and negative feedback. The selection/retention of these ideas and eventually the routinizing of new behaviour is influenced by feedback, obstructing organizational pressures, hierarchical equality and group dynamics. During the research the importance of the inextricable connection between the planned and emergent change perspective became vivid due to relations between expected and unexpected factors.
Key words: Middle management, emergent change, planned change, evolution theory, role transition, change leader.
Word count (main): 14.670
TABLE OF CONTENT:
1. Introduction: 1
1.1. Developments leading to the emergent approach 2
1.2. Middle managements’ changing roles 4
1.3. Planned factors influencing transition middle managements’ role 6 1.4. A process of variation, selection and retention 7
1.4.1 Factor influencing variation: interaction 8
1.4.2. Factor influencing selection/retention: feedback 9
1.5. Research questions 11 2. Methodology 13 2.1. Research approach 13 2.2. Case description 13 2.3.Data content 14 2.4.Data collection 14 2.5. Data analysis 15 3. Results 17
3.1. Preset planned factors influencing role transition middle managers 17 3.2. Preset factor influencing the variation process: interaction 18 3.3. Preset factor influencing the selection/retention process: feedback 20
3.4. Emergent codes and planned factors 21
3.5. Emerged codes on variation process 23
3.6. Emerged codes on selection/retention process 26
4. Discussion & Conclusion 30
4.1.Influence on planned factors on transition role middle managers 30
4.1.1. Preset factors 30
4.1.2. Emerged factors 31
4.2.Factors influencing variation process 31
4.2.1. Preset factor 31
4.2.2. Emerged factors 32
4.3. Factors influencing the selection/retention process 34
4.3.1. Preset factor 34
4.3.2. Emergent factors 34
4.4.1. Theoretical implications 36
4.4.2. Practical implications 37
4.4.3. Limitations & future research 38
5. References 39
6. Appendices 44
1. INTRODUCTION
Organizational change, throughout the years, has become normality (Burnes, 2003). In other words, the pace and scope of change in today’s uncertain organizational environment requires the ability and capacity to change, in order to achieve more organizational flexibility and adaptability (Maimone & Sinclair 2014). Yet, understanding organizational change is difficult, examples of change efforts leading to failure are subject of many studies which all seem to have one common goal: explaining organizational change. Whether it is the scope, pace or approach to change, up and until today researchers still seem to disagree on which of abovementioned aspects organizations should focus when managing change. The subject most heavily discussed is the difference between the planned and emergent approach to manage change. Planned change, defined by Burnes as an organization pro-actively identifying an area where it believes change is required and undertakes a process to evaluate and, if necessary, bring about change, was the dominant approach for many years. Opposing this planned approach to organizational change , the emergent approach arose, defining change as unintended, such as those that might come about by accident, by impulse, by misunderstanding or that might be forced on an unwilling organisation (2014; Marrow, 1969; Weick & Quinn, 1999). With many examples and empirical evidence of planned change efforts failing, according to researchers even more than 70%, and little empirical evidence that supports the emergent approach, the focus of explaining organizational change management seems to be in favour of the emergent approach. However, due to lack of solid empirical evidence on the subject of emergence, the study on emergent organizational change is still one in progress, as there is a lot to be discovered. The focus of this paper therefore is to explain change from an emergent perspective, applied to a micro-organizational phenomena: middle
management (Beer & Nohria, 2000; Higgs & Rowland, 2011; Higgs & Rowland 2005). With organizational change comes the change of people in organizations. One of the
organizational elements, or groups, that is subject of many studies is middle management, even more interesting: their role in change situations. The concept of middle management is a hazy one, there is no generally accepted definition of a middle manager (Davis & Fisher 2002). In this article middle managers are defined as employees from the middle-layer of the organization. In this research, the middle layers are the few layers between the management team and floor workers. Members from these layers include department managers as well as members responsible for account management, all defined as managers from the middle.
manager also changes, as managers require new skills and behaviour to adopt to these new roles. Middle managers become change leaders, playing a crucial role in success of a change effort. (Schaafsma, 1997; Floyd & Woolridge 1994). The change in behavioural role by these employees between the top and the bottom of the organization, from one with traditional functional characteristics to one as a change leader is subject of interest in this article. As change is becoming inevitable in organizational life, middle managements’ role is of key importance, they possess operational knowledge and experience, making them a perfect change leader. A change leader is defined here as an organizational member responsible for enabling, facilitating, championing, initiating or implementing change. (Meyer, 2006; Burgess, 2013). Carrying out change, setting an example, being innovative and managing resistance are role- and behavioural characteristics that exemplify the previous change leader roles. Likewise, Conway & Monks share the same view, arguing middle managers have huge potential to play a crucial role in connecting the upper and lower bodies of the organization, as they are at the interface of both (2011). Because of the potential benefits middle managers’ role may play in organizational change, it is interesting to investigate the factors that shape this new role.
To contribute to both the development of the emergent stream in organizational change studies, as well as the development of middle managers’ changing roles in today’s organizations, the aim of this article is to investigate which factors, additional to planned activities, add to the unfolding of middle managers’ functional role to one as change leader.
1.1. Developments leading to the emergent change perspective
organizational change has proved a very elusive creature, the failure rate is reported in many studies, sometimes even 80% or above (2005). The way to manage change, the planned change approach, was questioned and criticized for a number of reasons. The assumptions that organizations operate under stable conditions and the argument that change should not be and cannot be solidified, or seen as a series of linear events, are the main critiques of the planned change approach (Burnes 1996).
In the 1980s, a new era established. Advocates of the emergent view on organizational change rejected the planned approach, with the main argument that change was not as predictable and manageable as the planned approach proposed. Proponents of emergent change define change as a continuous process whereby organizations seek to align and re-align themselves to an unpredictable, many faceted and rapidly changing environment (Burnes 1996). Rejecting change as something that can be planned for, authors of the emergent view on change argue change is often realized through the ongoing variations which occur through slippages and improvisations of everyday activity. Change is seen as a complex process, functioning in a non-linear fashion through emergence: the arising of new, unexpected structures, patterns, properties, or processes in a self-organizing system. Complex interactions which are derived from a number of disciplines , for example the biological evolutionary model used in this article, resulting in changes without a priori intent (Weick & Quinn 1999; Maimone & Sinclair, 2014). The interactions in these complex organizational systems, such as structures, people, tasks and processes, in its most pure form can be explained through complexity theory with the butterfly metaphor. The story of the flap of a butterfly’s wings in one part of the world creating a storm in another part of the world, which illustrates the effect of small fluctuations in some variables leading to large unpredictable effects in others (Plowman et al, 2007). Emergent change consists of ongoing alterations, adaptions and accommodations that produce change without a priori intent. Much of this change goes unnoticed, because small alterations are lumped together as noise in otherwise uneventful inertia (Weick, 1999).
with their theories. The aim of this article is to focus on the complexity theory proposed from the biological stream of theories. The evolutionary paradigm is mainly connected with Darwin’s work and later with Campbell’s evolutionary model VSR( Variation, Selection and Retention). Variation, the first aspect of the model leads to multiply elements. Selection results in a failure or a success. The last stage or aspect, retention, means that organizations are able to identify selected deviation that increases the feasibility of survival (Campbell, 1969). The processes of variation and selection make an organization evolve, or change (Hugiet, 2014). The restrictive sense of evolutionary theory is to focus on cumulative changes in populations of organizational entities across communities, industries or society at large, which is in line with Darwin’s initial concept of species/industries instead of organizations. Studying industries or organizations, on macro level, as the unit of change would however imply a one-sided presentation of a Darwinian perspective, therefore Van de Ven & Poole argue that whatever the organizational level, an evolutionary model can be used to focus on processes of variation, selection and retention (1995; Smith & Graetz 2011).
1.2. Middle managements’ changing roles
2011; Bamford & Forrester, 2003; Mayer & Smith, 2007; Proctor & Doukakis, 2003). With these new roles middle managers need to alter their behaviour.
Instead of focussing on their functional day to day routine behaviour, such as allocating resources, managing clients or planning logistic processes, middle managers in their new role as change leader have to behave accordingly. Facilitating adaptability and implementing deliberate strategy are the most important changes in middle managements’ roles and behaviour, as Kanter notes, without middle managements’ efforts to facilitate change, change projects have a bigger chance of failing (1983). Even more noticing, in championing, synthesizing and facilitating, middle managers go beyond the plans embedded in top management’s deliberate strategy, where emergent processes might play a huge role in determining the overall change in middle managements role (Floyd & Woolridge, 1994). Middle managers, in contrast to ideas developed in the previous century, will continue to play a vital role in organizations, they will become conduits of changes and challenge. With new insights on organizational change, and the most important development of industries due to technology becoming ever more turbulent, middle managements’ role, and the perception of their role, becomes more important. As interfaces between disconnected actors and domains, mediators between levels and units, and holding a position between top-down and bottom-up, middle managers are the crucial levers of change projects. More extreme, they will remain important instead of being a victim of restructuring policies, as mentioned above, because of their new role as change leader rather than functional bureaucrats, are essential to the organizations they serve (Jackson & Humble 1994; Conway & Monks, 2011). Middle managers’ new roles require them to develop change leader characteristics. Enablers, trainers, coaches, facilitators, Jackson & Humble even speak of middle managers as true leaders. Contrasting with functional managerial characteristics as planning, controlling and allocating resources, middle managers as transformational leaders facilitate change through finding innovative solutions, taking risks, learn and improve (1994; Burgess, 2013). Other authors add to these with characteristics as communicative capabilities, engaging in sensemaking and sense giving and networking skills (Schaafsma, 1997; Meyer, 2006; Rouleau & Balogun, 2011).
business as usual, in a key challenge to middle management (Bryant & Stensaker, 2011). Moreover, not only do they perceive themselves in different roles, other organizational members also perceive them in different roles. Middle managers engaging in change activity as additional role face a different and more essential set of challenges, including acquisition of abovementioned skills. As adequate coverage of this role transition of middle managers in organizational change is absent, combined with the argument that the emergent change perspective serves the research agenda of organizational change in a more effective way opposed to planned change, the need for investigating this phenomena is relevant. Moreover, By argues that the emergent approach to change is more concerned with facilitating for change, which suits the concept of this role transition by middle layer managers (2005). Therefore, it is the aim of this article to investigate the process of middle managements’ changing roles from one with pure functional characteristics to true change leaders in an emergent change perspective, by means of evolutionary theory, to add to the existing yet limited body of theory on the subject of emergent change and middle managements’ changing roles (Huy, 2002; Herzig & Jimmieson, 2006; Burnes, 1996). Investigating the process of transition is elaborated on by searching for and testing of factors that influence the role transition. The research question to be answered in this article therefore follows:
“What factors, in addition to managerial purposeful change efforts, influence the transition of middle managements’ functional role to a role as change leader?”
1.3. Planned factors influencing transition in middle managements’ role
transforming to the role of change leader (Weick & Quinn, 1999). Change roles performed by these change leaders are change initiator, change implementer or change facilitator. The different roles have different aspects. Change initiators take action in seeking change possibilities, change implementers are responsible to make the change work, change facilitators assist to work through change issues. There is a clear division in change leaders who initiate changes because of their role as for instance seeking new possibilities by using their market knowledge and change leaders facilitating change through championing change initiatives (Cawsey et al, 2007). Designing the new role and selecting candidates to perform the change leader role consequently and creation of support for higher management policies/intentions are factors that can be categorized as planned change approach activities after or during change project initiation, influencing the transition of middle managers’ to change leaders and are expected to be visible after investigating the role transition. The specific criteria for selecting candidates are in line with the role aspects to be fulfilled, such as specific market knowledge or being a change champion. To conclude, factors that are expected to influence the role transition, that are categorised as purposeful or planned change efforts, are: creation of support for higher management policies/intentions, design of the new role, and selection of middle managers/candidates to perform the new role.
1.4. A process of variation, selection and retention
As mentioned above the research perspective in which the research question is configured, is the emergent view on organisational change, in specific the evolutionary theory introduced earlier. In this section the evolutionary theory is specified into two processes, the variation process and selection/retention process. Evolution explains change as a recurrent, cumulative, and probabilistic progression of variation, selection, and retention of organizational entities. As Weick and Gersick applied parts of evolutionary theory at a micro-level to explain the social-psychological processes of organizing, the aim of this article is connected to these applications in analysing the transition of middle managements’ role, also a micro-level concept. Investigated are the two evolutionary processes and their effect on the transition of middle managements’ role and behaviour, additional to purposeful changes in middle managements’ role (Van de Ven & Poole, 1995).
others are rejected, the differential elimination of certain types of variation. This occurs through internal and external forces in the organisations’ environment. Retention is the process of making selected variations the standard, accepted part of organizational practice (Jones, 2005; Sammut & Wensley, 2002; Nelson & Winter, 1982; Monge & Poole, 2008). Likewise, retention involves forces that perpetuate and maintain certain organizational forms. Retentions explains how selected variations are preserved, duplicated or reproduced (Van de Ven & Poole, 1995). As retention involves maintaining selected variations, the process of selection and retention are combined. The aim is to discover factors that affect variations, and factors that affect the selection and retention of these variations, leading to transitions in middle managements’ roles as defined in the research question.
1.4.1. Factor influencing variation: interaction
In this research variation is defined, building on previous definitions, as new ideas about the alterations in current behaviour, the creation of new behaviour that correspond to middle managements’ roles as true change leaders. The aim of this subsection is to derive factors from existing literature that could influence the process of variation in a negative or positive way. A positive influence implies that as the level of factor intensity grows, the variations also grow, a negative factor implies the opposite.
between middle managers leads to new insights and ideas on possible behaviour to display (2006). Concluding, these theoretical concepts lead to the factor interaction to be defined as the process of communicating through collective meetings, dialogue, discussion, comments or actions between middle managers and other members of the organizational environment such as subordinates, customers, directors or peers that enhances the exploration of new ideas and insights that add to the transition of middle managers’ role to change leader. Interactions defined here take place prior actual selection/retention processes of behavioural change and focusses on the generation of variations. The first sub-question to be answered therefore follows:
“How does interaction between middle managers and other members of the organizational environment such as subordinates, customers, directors and peers influence the process of variations, that add to optional behavioural transitions of middle managers role to change leader?”
1.4.2. Factor influencing selection/retention: feedback
Selection and retention is defined, derived from abovementioned literature, as the process of choosing or rejecting variations and maintaining or standardizing the chosen variation in order to become an embedded part of middle managements’ role. Equal to the previous subsection, the literature on selection and retention here is reviewed to introduce a factor that influences the process of selection/retention. Likewise, positive and negative effects are possible.
In the context of managers alterations in roles the effect of feedback on changed behaviour, roles and attitudes is of high interest. As a special case of the general communication process in which a sender conveys a message to a recipient that comprises information about the recipient’s behaviour, feedback can be considered an event that influences individuals’ attitudes and behaviours through their affective state and emotions (Illies et al, 2007; Dierendock et al, 2007). To refer to the current research scope, in biological systems the type of feedback between output and inputs is important. A positive feedback systems reinforces a change by responding to a perturbation in the same direction. In contrast, a negative feedback system reverses a change in input and responds to a perturbation in the opposite direction, it is therefore that we focus on the effect of positive and negative feedback events in the change of managements behaviour towards true change leadership (Anufriev et al, 2013).
“How does feedback by members of the organizational environment such as subordinates, customers, directors or peers on shown behavioural changes by middle managers influence the process of selection/retention of role transition by middle management to change leader?”
1.5. Research questions
The theoretical framework is set, and previous literature unfolded in two subquestions that lead to the conceptual framework, see figure 1.
Figure 1: conceptual framework.
The main question to be answered in this research states:
1: “What factors, in addition to purposeful managerial change efforts, influence the transition of middle managements’ functional role to a role as change leader?”
Interaction:
the process of exchanging ideas by
middle managers and
other organizational members
Planned Factors:
- Creation of support for higher management
policies/intentions
- Designing new middle managers’ role
- Selecting change leaders with specific criteria
Variation:
Generation of new behaviour options/ role characteristics
Positive/Negative Feedback:
Positive or negative reactions on newly shown middle manager behaviours
Selection/Retention:
Selecting and retaining enacted middle management behaviour into new role
As discussed, the theoretical perspective is the emergent processes of variation and selection/retention, that are added to managerial intent/purpose to change middle management, therefore the subquestions are:
2: “What factors influence the process of variation?”
2.1: How does interaction between middle managers and other members of the organizational environment such as subordinates, customers, directors and peers influence the process of variations, that add to optional behavioural transitions of middle managers role to change leader?
2.2: How do other factors influence to process of variation, that add to optional behavioural transitions of middle managers role to change leader?
3: “What factors influence the process of selection/retention?”
3.1: How does feedback by members of the organizational environment such as subordinates, customers, directors or peers on shown behavioural changes by middle managers influence the process of selection/retention of role transition by middle management to change leader?
3.2: How do other factors influence the process of selection/retention of role transition by middle management to change leader?
2. METHODOLOGY
In this chapter first the research approach is discussed, where the type of research is introduced. After this the case that was analysed is explained by means of a case description. The chapter concludes with collection, content and analysis of data explanations.
2.1.Research approach
As explained in the introduction the theory on middle managements’ changing role, specifically in an emergent change approach relating to the evolutionary process is largely undiscovered, the aim of this paper is to contribute to the theory and give a more comprehensive understanding about the subject of interest by means of a single case study (Van Aken et al. 2012). The use of case studies in such an approach is supported as the most favourable approach by Yin as it investigates phenomena within its real-life context (1994). After collecting the data, the steps provided by Eisenhardt in investigation through case-studying will be used to structure data and transform data into information(1989). The information will be translated into theoretical explanations, after which they are compared with existing theories in the field of interest.
2.2. Case description
change situation was initiated during a meeting with external consultants and resulted in a shift in culture where the focus is on protocol and bureaucratisation, on the other side employees need to take more responsibilities, competencies as customer-oriented, professional, disciplined and quality-oriented become important. The pillars the change project rests on are excellent execution, market orientation and excellent employees. These new core competencies and pillars are aimed to result in service and quality by sticking on to the protocol on one side and taking responsibility on the other side. Obvious in looking at the case is the planned-approach, which makes it interesting to analyse changes that evolve due to emergent processes as described in the introduction.
2.3. Data content
The content of data that was gathered in this research was data that gave information on the topic of variation, selection and retention within the role transition of middle managers. The aim of the data was first to be descriptive, what type of role characteristics changed, how could this changes be classified or categorised. Afterwards the mechanisms that lead to this changes, exploratory information, was gathered by probing to gain deep and rich insights. Personal experiences and examples were gathered as means of both descriptive and exploratory data. These examples were told as stories or events, where the researcher gained deep understanding of how certain mechanisms work and serve as factors influencing the transition, the process of change. The data was gathered within both the middle managers and the members of higher management to eventually come up with eleven interviewees. To summarize the researcher aimed at data content about: what exactly changed in the role of the middle managers, and how did these changes evolve or develop, to come to information about factors that influence the transition process in an emergent evolutionary perspective.
2.4. Data collection
interview protocol was used. (A Dutch version of this interview-protocol is attached in Appendix I)
The interview protocol included both question about the expected factors of interest but also gave room for other factors to emerge by excluding the terms and words that relate to this factor, prior to actually asking about the factor. As mentioned in the previous section, questions were first aimed at descriptive data, and probing question were aimed at explanatory data. To add on different aims on information gathering, the interview was separated in different parts. The first part was the introduction of the researcher and the topic of interest, and for the interviewer and interviewee to build trust and become familiar with each other. The second part was aimed at gaining information about the factors influencing the role transition that were not expected, and served as emerging factors on first planned factors that were not included in the research. Furthermore the aim was to gather information on factors influencing the variation process and later on the selection/retention process. In the last part of the interview the researcher introduced the preset factors, interaction and feedback on respectively variation and selection/retention, and the expected factors influencing the role transition that relate to purposeful or planned change efforts.
2.5. Data analysis
During the interviews the researcher used a dictaphone to record the interviews. The initial purpose of recording interviews is to transcribe them later. The recording was done with an iPad, which possesses the app “Recordium”. In the transcribing process the recorded interviews were played on half speed to guarantee data precision and accuracy. The recorded interviews were archived to guarantee for validity. Respondents were asked prior to turning on the dictaphone if they agreed that they were recorded.
To search for factors of influence the researcher coded the interviews after transcribing them. The coding was done on both deduced as well as induced labels. The coding data included parts of texts that exemplified the mechanism of the code, combined codes that were similar or comparable, for instance both relating to an umbrella subject, leaded to the development of factors. Preset, or deductive coding is a result of the theory review which was done in the introduction chapter. To gain extra information on the topic, and as discussed in section 2.4 after transcribing the interviews also induced codes emerged. The preset coding schemes and induced coding schemes can be found in the results chapter (chapter 3).
similarities, when arrived to consensus the definitive codes emerged. Furthermore interviewees were made anonymous by not including names in the interview transcripts and giving them abbreviations instead of names in table 1.
An important note has to be made concerning the different samples. As the gathering and analysing of data was done on both middle managers who were the actual subject of role transition, and the higher managers who could only experience the working of a mechanism when the middle manager was also present. Therefore, only when higher managers could give real factual examples, and not just perceptions or opinions, of codes or factors relating to the role transition, they were mentioned in the coding scheme. Furthermore, “what-if” scenarios, which could be envisioned but were not really experienced, on both samples were not included in the coding scheme as they only indicate perceptions or opinions instead of facts of possible factors.
Table 1: Interviewees functions and abbreviations for coding scheme
Respondent Function Abbreviation
1 General Manager (MT) GM 2 Financial Manager (MT) FM 3 Production Manager (MT) PM 4 HR Manager (MT) HRM 5 Sales Manager (MT) SM 6 Head Logistics 1 HL1 7 Head Logistics 2 HL2
8 Head Office Sales HOS
9 Key Account Manager KAM1
10 Key Account Manager KAM2
3. RESULTS
3.1. Preset planned factors influencing role transition middle managers. Preset
Factor 1
Code 2 Description 3 Influence 4 Freq: 5 Resp: 6 Planned
activities
Creation of support for higher management policies/intentions
Support creation for higher management plans in the rest of the organization by means of participative decision making that has a direct influence on the role transition of middle managers. positive 10 GM, FM, HRM, PM, SM, KAM1, HOS, HL2, KAM1, AM Design of new role
The designing of the new management role by MT that has a direct influence on the role transition of middle managers.
positive 5 GM, FM, HRM, PM, SM Selecting change
leaders
The selection of middle managers’ that satisfy the new designed role that has a direct influence on the role transition of middle managers. positive 11 GM, FM, HRM, PM, SM, KAM1, HL2, HOS, HL1, KAM2, AM
Table 2: Preset factors planned activities 1: The preset factor influencing the role transition 2: The code relating to the preset factor
3: Description of the working of the mechanism, derived from the interviews
4: The type of influence, a positive relations indicates an enriching effect on the role transition 5: The number of interviews in which the code was present
6: The abbreviations of respondents mentioning the code
During the interviews the preset factors illustrated in table 2 influencing middle managements’ role transition were mentioned to have a direct positive effect. In section 1.3 the factors relating to planned events were introduced as: the design of middle management role, selecting specific middle managers to perform the role and the creation of support for higher management policies/intentions. The creation of support for higher management policies/intentions was responded to as one of the most important factors for the transition of middle managers to perform a change leader role. The creation of this support was done by means of participative decision making, including middle managers in the change project as change leaders. One higher management interviewee mentioned the importance of support in the rest of the organization: “Before the start of the project we already expected that the
changes would be companywide, and we as a management team would never make it on our own. You need people who carry out the change in the rest of the organization to make it work.”(GM).
similarities with aspects of the role that were mentioned in the introducing chapter 1. In specific respondents from this sample speak of normative aspects that middle managers should be able to perform in the designed role. One interviewee mentioned: “They should be
charismatic, possess a form of positive criticism, be outspoken, have a vision, and knowledge to be able to come up with opportunities and solutions.” (FM). The actual realization of the
role and different aspect became clear in the emergent codes, see section 3.4.
The selection of specific members of the middle layers in the organization was done by higher management and external consultants, they asked middle managers to perform the designed role, exemplified by one respondent: “Once you know what you need, you have to
select the people that fit the picture of ambassador.”(FM). The second part of this process is
the selected candidates agreeing with the role transition, as one interviewee of the middle managers sample states: “I was asked to participate in this group, they selected me, and I said
yes, so therefore you become an ambassador and you take responsibility.”(KAM1).
In both the process of design and selection of middle managers role with specific candidates the organization was guided by external consultants with expert knowledge on these aspects. Their help became visible áfter analysing the interviews, as emergent code, presented in section 3.4
3.2. Preset factor influencing the variation process: interaction Preset
Factor 1
Code 2 Description 3 Influence 4 Freq: 5 Resp: 6 Interaction Collective
creativity
collective meetings or sessions which leads to the generation of new ideas about middle manager behaviour
positive 11 GM, FM, HRM, PM, SM, KAM1, HL1, HL2, HOS, KAM2, AM Dialogue (horizontal)
1-on-1 conversations which leads to the generation of new ideas about middle manager behaviour positive 7 FM, PM, KAM1, HL1, HOS, KAM2, AM Vertical (up/down) communication
Subordinate- or director oriented two way communication which leads to the generation of new ideas about middle manager behaviour
positive 3 KAM1, HL1, FM
Table 3: Preset coding scheme variation process 1: The preset factor influencing the variation process 2: The code relating to the preset factor
3
: Description of the working of the mechanism, derived from the interviews 4
5: The number of interviews in which the code was present 6
: The abbreviations of respondents mentioning the code
In section 1.4.1 the preset factor which is expected to influence the variation process were introduced, these are summarized in table 3. After reviewing literature collective creativity, dialogue and vertical communication, were set as deductive codes relating to interaction. In the results on variation, descriptive data exemplified the variation process, generating ideas about possible behaviour. These descriptions strongly relate to what is introduced in chapter 1 on role characteristics of change leaders. The middle managers exemplified changes as: carrying out change plans by coaching, facilitating and championing the change, coming up with change initiatives as acquisition plans, engaging in dialogue with organizational members of different departments, setting up and chairing work-groups, leading meetings, changing their behaviour that is in line with the new strategy. The new strategy expects employees to be more responsible, become owner over their own process, and always keep in mind the quality and service pillars. Middle managers who are change leaders name these ideas as results of the variation process.
Collective creativity, in section 1.4.1 defined as a process through which one person’s actions or comments shape the others’ action and comments, or interacting, which in turn shapes the next, leading to solutions or a new way of doing things was mentioned in almost every interview as one of the most important factors leading to new ideas. Elaborating on collective is done by meetings. Interviewees of both samples exemplified the positive influence of this mechanism as: “We came up with that idea in one of the meetings with the
other ambassadors, we discussed how to fill in the specific roles and came with the idea to form workgroups where the ambassador has a chairman’s position.”(HL1).
A type of interaction that can be done in complete other forms than collective is dialogue, defined in section 1.4.1 as conversational exchange, or interaction between actors, focus on mutual learning, deep understanding and insight, and collaborative action. Dialogue between actors: middle managers as peers, middle managers with clients or with colleagues within the department. Exemplified by members of the middle managers sample the dialogue mechanism has a positive effect on variation: “Of course such idea are the result of
the frequency of respondents was lower. Some respondent however did mention this variable as having a positive effect on the generation of ideas and possibilities of behaviour to be displayed as part of the new role of middle managers. The presence of members of higher management is visible, as one interviewee stated: “Sometimes you approach each other and
engage in dialogue, and then they say you could have been more supportive in that situation, it is about telling each other how you feel and thereby come up with new role characteristics that you could perform as ambassador.” (FM) Besides these preset factor and codes, various
emergent codes that influence the variation process arose, which are presented below in section 3.3.
3.3. Preset factor influencing the selection/retention process: feedback Preset
factor 1
Code 2 Description 3 Influence 4 Freq:5 Resp: 6 Feedback Negative
feedback
Negative comments or reactions on newly shown behaviour that leads to selection/retention of new middle managers’ behaviour
positive 5 AM, HL1, KAM2, HOS, HL2
Positive feedback Positive comments or reactions on newly shown behaviour that leads to
selection/retention of new middle managers’ behaviour
positive 3 AM, HOS, HL2
Table 4: Preset coding scheme selection/retention process 1: The preset factor influencing the selection/retention process 2: The code relating to the preset factor
3: Description of the working of the mechanism, derived from the interviews
4: The influence of this factor can be both negative and positive, a positive relationship indicates an enforcing effect of selection/retention of the new role as change leader. A negative effect indicates a weakening effect on the selection/retention of the new role as change leader.
5
: The number of interviews in which the code was present 6
: The abbreviations of respondents mentioning the code
In section 1.4.2, existing literature on behavioural changes was reviewed to come up with a factor that influences the selection/retention process. A summary of the preset factors and implications is presented in table 4. The process of selecting and retaining specific behaviour that comes through variation is expected to be influenced by feedback. In the context of managers alterations in roles the effect of feedback on changed behaviour, roles and attitudes is of high interest. The factor feedback is divided in positive and negative feedback, referring to positive and negative reactions only after the behaviour is displayed, to denote the
The result from the interviewees is contrasting to the expected influence of negative feedback, not even one respondent indicated the effect of negative feedback to be negative in retaining the new change leader behaviour. The effect of negative feedback has a positive influence on selecting/retaining change leader behaviour, in such a way that it enforces and motivates respondents to display and enact this new role. Again as with certain codes in the variation process only reactions and experiences of middle managers count as factual examples of how this mechanism works. Respondents exemplify this negative feedback and its effect on selection/retention of change leader behaviour as following: “Resistant behaviour
does not result in me falling back in the old behaviour that is not consistent with the changes we want to see. Those negative reactions instead motivate me to pull people into the change by explaining them what the change is about.” (HL2). There are some reasons for this effect
on selection/retention of negative feedback which are presented first below in the emergent codes and discussed later, in chapter 4.
Opposing negative feedback is positive feedback, reactions that support change leader behaviour, expected to have a positive effect on selection/retention. The interviewees
mentioned warm feelings when experiencing positive reactions that motivate them in their role as change leader. Although not represented as frequently as negative feedback, the effect of positive feedback became visible after analysing the interviews. Examples of respondents experiencing positive feedback enforces middle managers in their new role, positively influencing selection/retention. Interviewees exemplify: “It gives me energy, it enforces my
role as change ambassador, when such things happens. For instance when people ask me about the changes and show interest in the meetings we have, such things give room for talking and explaining even more about the change and has an endorsing effect.”(HOS).
3.4. Emergent codes and planned factors.
Factor Emerged
code
Description Influence: Freq: Resp: External consultant intervention relating to design of role and middle manager selection External consultant intervention
The intervention of external consultants that have a direct influence on the role transition of middle managers positive 8 GM, FM, HRM, PM, AM, HL1, KAM1, HL2 Personal traits relating to role design Change urgency awareness
Being aware of change urgency that leads to selecting/retention of new middle managers’ behaviour
Change purpose conviction
Being convinced of change purpose that leads to
selecting/retention of new middle managers’ behaviour positive 7 AM, KAM2, HOS, KAM1, HL2, FM, PM Personal traits relating to support creation for higher management policies/intentions Responsible obligation towards organization
Feeling responsibly obligated towards the organization that leads to selecting/retention of new middle managers’ behaviour
positive 8 AM, HOS, KAM1, HL2, GM, FM, HRM, SM Ownership over change-program
Feelings of ownership over change-program that lead to selecting/retention of new middle managers’ behaviour
positive 4 KAM2, HL2, GM, PM, Table 5: Emergent codes on planned factors
After analysing the interviews of both the sample groups various other codes emerged. The emerged codes on preset factors are presented in table 5. As introduced in the section 4.1 the intervention of external consultant played a role. In designing the role and selecting different middle managers the consultant were present and exchanged ideas and experiences. Therefore the emergent code relates to both. Both higher management members as middle managers mention the presence of this code. One interviewee exemplifies: “I think in the role transition
to become an ambassador the role of IJsselvliet is very important, they played a role and did a good job.”(HL2).
In addition to the external consultant intervention, other codes emerged. These codes fall within planned change events and correspond to the normative aspects that were part of the role design and candidate selection codes. The codes are gathered under a certain factor that is specified as personal traits. Many of the respondents mentioned the presence of change urgency awareness as having a positive impact on the role transition. As this falls within the initial change project planning change urgency awareness can be categorised as a planned factor. One interviewee states: “There is a clear reason for us to change, we lost contracts
due to efficiency and quality problems, I have said it before, we have to change to stay competitive. Therefore I keep repeating the message in the rest of the organization: we have to change, we need to change.”(HOS).
Another personal traits that is present within both sample groups is the change purpose conviction, middle managers being convinced by the purpose of the change project. One higher management member exemplifies: “That they themselves also think: I said it and I am
As the above two codes are personal traits that are possessed by the middle managers and influence the transition to change leader from the planned events as design of role and candidate selection, two other codes became apparent after analysing the interviews that relate to the creation of support, again these are personal traits of the middle managers. By being part of the group responsible for the change project two codes emerged that can be categorized as planned codes.
The impact of agreeing to participate in the change project and feelings of responsibility towards the change project and rest of the organization resulted in a code that has a positive effect on the transition to new middle managers behaviour. Interviewees mention that they feel obliged to change their role because they feel responsible, which becomes clear through the following quote: “Then, as ambassador, you have to take
responsibility, and that’s why I again started to ask and inform people about the project. We all took responsibility, everybody said yes, then there is no other way then to act in that way.” (KAM1).
As middle managers were part of designing the change project, making strategic decisions and giving practical implications on how to change, a sense of ownership over the change project became vivid. Being part of the change program and having a say in important decisions results in a feeling of ownership over the change program. One interviewee mentions: “I act this way because it feels like something that I contributed in, it is something
like my own child and therefore I say let’s do this together. When you are part of designing the change project it feels different than being told about it by someone else, I take ownership over the program.”. (HL2).
3.5. Emerged codes on variation process: Factor: Emergent
code:
Description: Influence: Freq: Resp: Managerial
Background
Vision Proactively searching opportunities as personal trait which leads to the generation of new ideas about middle manager behaviour
positive 7 AM, HL1, KAM2, HOS, KAM1, HL2, PM Interest in literature
Reading literature as source of inspiration which leads to the generation of new ideas about middle manager behaviour
positive 3 AM, HL1, HOS Previous change project experience Previous change-projects experiences which lead to the generation of new ideas about middle manager behaviour
positive 3 HL1, KAM1, HL2
Personal management style
Managerial frame of reference as personal trait which leads to the generation of new ideas about
middle manager behaviour Higher management influences Inspirational higher management
Inspirational higher managers in the organization which leads to the generation of new ideas about middle manager behaviour
positive 4 HOS, KAM1,HL1, AM Higher management recommendation Recommendation or advice by higher management members which leads to the generation of new ideas about middle manager behaviour
negative 6 KAM1, HL2, HL1, GM, HRM, PM, Strategic framework Strategic framework
Strategic boundaries to move within which lead to the generation of new ideas about middle manager behaviour
negative 10 AM, KAM2, HOS, KAM1, HL2, GM, FM, HRM, PM, SM Negative feedback Negative feedback on newly displayed behaviour
Negative comments on newly shown behaviour which lead to the
generation of new ideas about middle manager behaviour
positive 3 AM, KAM1, HL2
Table 6: Emerged codes variation
What became apparent after analysing the interviews is that there are a number of codes that lead to the generation of new ideas about middle manager behaviour, while other bound the generation of new ideas. A summary of the emergent codes is presented in table 6. Specific codes that relate to the same concept is the background of the manager. The second factor under which several codes are gathered are sources of inspiration by higher management. The last two codes stand on their own and are presented in the last paragraph.
A personal trait that has an impact on the generation of ideas about new behaviour is having a vision. Characteristics as being future oriented is named a very important one by both sample groups. Having a vision has a positive effect on the variation process. Respondents exemplify: “How can I personally contribute to the development of the
organization, I think by actively participating in the process of future orientation, telling my subordinates to think of the future. Therefore I came with the idea to apply this in my department by discussing and facilitating dialogue.” (HL2).
Being interested in literature influences the generation of ideas, such as reading articles in papers, reading books about change-management or other literature serves as a source of inspiration, it therefore has a positive effect on variation. A few interviewees mention this when asked about the development of ideas. For instance: “I’ve read some
literature about change management, “the iceberg is melting” written by Kotter. It was very inspiring and gave me some ideas for instance how to manage resistance and negative behaviour of colleagues, now I can recognize these reactions and therefore are not afraid of them”(HL1).
change projects before. This has a positive effect on the development of ideas how to perform the role as change leader. One of the interviewees the following: “I have been in earlier
programmes in therefore I think I have proven myself and learned how to think about strategy and then you come up with ideas what to do and what not to do much earlier, that has an influence on the ideas you gather” (HL2). A code that relates to previous experiences and
the development of ideas is the personal management style of a manager, indicating that the idea generation was a process of self-interpretation by being creative. This personality characteristic has a positive effect on the variation process, as one interviewee described:
“That is a personal characteristic, the idea to set an example and carry out the change the way that I do is just because it fits my management style. There are no special tricks or whatsoever involved”(KAM2).
Other codes that relate to the development of ideas, the variation process, that emerged after analysing the interviews could also be gathered as they came from the higher management, as described in the following paragraphs.
More than just personal factors seem to play a role in developing new ideas. The effect of inspirational higher management is positive on the process of variation, the development of new ideas on how to enact the new role. One interviewee mentions: “What I really like about
Bauke and what also makes me think of applying this in my role is that he is very clear about everything .” (HOS).
Another code that derived from the higher management is the recommendations or advises they give. The effect on variation is negative, the presence of recommendation on how to perform the role by higher management bounds the variation process of middle managers, as experienced by both sample groups. One respondent states: The MT played a
huge role in that, they were part of it. They took decisions and gave us a direction to work on this or that, they set out the line.” (HL2).
In addition to the prior two categories there are other codes that emerged and have an effect on the variation process. The two codes that influence the variation process are presented below as strategic framework and negative feedback on newly displayed behaviour.
the strategic framework. One interviewee exemplifies: “We have a number of areas of
specific attention, within those areas we came to the idea of connecting ambassadors to specific work-groups that they should set up and manage.”(HRM).
The negative reactions on newly displayed behaviour of colleagues or subordinates is a factor that positively contributes to the generation of new ideas of middle management behaviour. Respondents exemplify: “Colleagues that are so sceptic about the changes that I
carry out that make me think of other ways, and challenges me to come up with another approach to motivate them to change.”(HL2). As mentioned in section 3.3, the effect of
negative has surprising results, of which this is one of them, further results relating to negative feedback are discussed in chapter 4.
3.6. Emerged codes on selection/retention process:
Factor: Emergent
code:
Description Influence:1 Freq: Resp: Obstructing organizational pressure Operational pressure (+)2 Operational pressure that leads to selecting/retention of new middle managers’ behaviour negative 5 AM, HL1, HOS, KAM1, HL2 Operational pressure (-)3 No operational pressure that leads to selecting/retention of new middle managers’ behaviour positive 1 KAM1
managers’ behaviour Group dynamics Supportive
team atmosphere A supportive team atmosphere that leads to selecting/retention of new middle managers’ behaviour positive 10 AM, HL1, KAM2, HOS, KAM1, HL2, GM, FM, PM, SM
Consensus Consensus over decisions that leads to selecting/retention of new middle managers’ behaviour
positive 6 KAM2, HOS,
KAM1, GM, PM, SM
Table 7: Emerged codes selection/retention
1: The influence of the factor can be both negative and positive, a positive relationship indicates an enforcing effect of selection/retention of the new role as change leader. A negative effect indicates a weakening effect on the selection/retention of the new role as change leader.
2: A + sign indicates the presence of a factor, when mentioned multiple times 3: A – sign indicates the absence of a factor, when mentioned multiple times
As was the case with emerged codes on the variation process, within the process of selection/retention the interviewees also mentioned factors that were different from the preset feedback factor, these emerged codes are presented in table 7. Codes are gathered in categories. Obstructing organizational pressures is introduced first, after which hierarchical equality is introduced. The third and last coupled codes are transformed to group dynamics. Obstructing organizational pressures are codes that manifest themselves as a restraining force on selection/retention of new behaviour. The presence and absence of operational pressure is experienced by a number of respondent as having an influence on selection/retention of new behaviour. Managing day to day business, compliance management, and client management are examples of these pressures. There is a negative effect of operational pressure presence on selection/retention of new middle managers behaviour, and a positive effect of operational pressure absence on selection/retention. Respondents exemplify: “What I find very difficult is that besides being a change ambassador
I also have to act in my normal role, the workload increased heavily. It makes it hard to always think and act in the way you should as change ambassador. Very tiring.”(HOS) And
when absent: “And then I noticed that at times when you are extracted from your everyday
job, an off-site session for example, I am much more able to start dialogues with people and carry out the changes by explaining what it is we want to do.”(KAM1).
ambitious in planning the change project, but also other examples that have a negative effect on selection/retention of new middle managers behaviour to a change leader role are mentioned: “It doesn’t always work the way I want it to be, or how it should be, we had to
decide some things but deadlines were way to short, then time reached in on us so I could not hand in the change initiatives and plans that were my responsibilities, I didn’t have enough time to do so.”(HOS).
Besides obstructing organizational pressures that hinder middle managers from selecting/retaining their role as change leader, interviewees mention the presence of factors that have a positive effect on the selection/retention process. Hierarchical equality between middle managers and higher management, manifested through disappearing barriers within the team of ambassadors, as well as the supportive attitude displayed by higher managers both have a positive effect on selection/retention of new behaviour.
Interviewees of both groups mention the disappearance of barriers or boundaries between the middle managers and the higher management members within the ambassador group. Feelings of equality are the result of these disappearing barriers positively influencing the selection/retention process. Not only is the disappearance of this barrier experienced by the middle managers, the higher management members experience the same, resulting in one respondent quoting: “You can say everything to us is what we told them, that is also what we
expect of them as ambassador, and I notice that they become much more enforced in their role because they know that there are no hierarchical boundaries within the group, so they speak up and initiate much more.” (FM).
Another code that corresponds to the absence of hierarchical equality is the supportive attitude higher management members display. The support by members of the management team in routinizing new behaviour is by both groups experienced to have a positive effect on selection/retention. Interviewees quote: “If I face some problems I go to my direct report, in
my department, and he supports me to maintain my role and keep carrying out the change that is part of my role. He motivates me so that I keep performing the role as ambassador.”(HL1).
First, a supportive team atmosphere enforces middle managers in enacting their new role. The atmosphere is characterized as very supportive, connectivity and companionship are reasons of this supportive atmosphere. Not only is this experienced by the middle managers, higher management members mention the same atmosphere and its positive effect on selection/retention. One respondent states: “The group of ambassadors stands side a side,
they support each other and therefore it makes it easier for them to stick to their role.” (FM).
Second, consensus enforces and stimulates the selection/retention of new behaviour. Consensus is the effect of decisions that are supported by every member of the group. Middle managers as well as management team members mention the presence of consensus as important in selecting retaining new roles and behaviour. Examples of this positive influence:
4. DISCUSSION & CONCLUSION
In this final chapter the research results are interpreted and justified to answer the main question in this article: “What factors, in addition to purposeful managerial change efforts,
influence the transition of middle managements’ functional role to a role as change leader?”
To answer this main research question the subquestions are answered in sections 4.2 and 4.3. Section 4.1 serves to answer the effect of purposeful managerial change efforts. The section 4.1-4.3 are a recap of the results where the research questions are answered, compared to theoretical insights derived from literature. Hereafter the results are critically compared to each other in a conclusion, relating the theoretical insights derived from the current research. The chapter ends with limitations and suggestions for future research.
4.1. Influence of planned factors on transition role middle managers
4.1.1. Preset factors
The research question specified factors additional to planned factors, however still the planned factors were incorporated in this research to analyse relations or connections between the planned and emergent factors. The preset planned factors were planned activities: creation of support for higher management policies/intentions, design of new role and selecting change leaders from the middle management layer. The first factor, creation of support, has a positive contribution to the transition of the middle managers’ role transition to change leader. The creation of support was done by means of participative decision making. The ability of the organization to attract and retain capable champions, combined with involved middle management: the ability of middle managers to effectively link senior managers with the rest of the organization is stated by Cawsey et al. as one of the most important factors in building and energizing the need for change (2012).
Another planned activity is the role design of the middle manager in order to become a change agent. The normative responds by interviewees are in straight line with how a change leader is defined by Burnes: whether a team leader, facilitator coach or even dictator, change leaders are responsible for transforming the organisation (2014). The design of the role has a direct effect on the role transition of middle managers.
invitation and role transition this factor has a direct effect on the role transition of middle management.
4.1.2. Emerged factors
After analysing the interview it became evident that some other factors influence the transition of middle managers role to change leaders. The help of external consultants is mentioned by both the middle managers and the higher management sample as factor influencing the role design and the selection of specific candidates. Cawsey et al. contribute to this discussion by stating that external consultant can influence the change project planning phase by providing subject-matter expertise, facilitating the analysis, and providing guidance to the path forward (2012).
Another factor positively influencing the transition to change leader by middle managers are their personal characteristics. Emerged from the interviews are four personal attributes that make connect to both the design of the role as the creation of support by participative decision making. This planned factor, personal traits discovered and developed prior the actual change project in the planning phase has consequences for emergent factors on the variation-selection-retention process, discussed later. The personal traits related to design of the role are change urgency awareness and change project conviction. Due to participative decision making to create support for higher management policies/intentions, feelings of responsibility and ownership are developed in the planning phase and characterize the transition of middle manager to change leader. These personal characteristics correspond to change leader characteristics discussed by Cawsey et al: commitment to improvement, determination, eyes on the prize and entrepreneurship (2012).
4.2. Factors influencing the variation process
4.2.1. Preset factor
