SCUP
Learning Resources
Planning for Higher Education Journal

Managing Change from the Murky Middle

Offering Role Structure and Support Helps Middle Managers Effectively Lead Change
Journal Cover
From Volume 51 Number 2 | January–March 2023
By Nicole H. Gahagan, MEd

Institutions referenced in this resource:
Waukesha County Technical College, Madison Area Technical College

Middle managers are often blamed for change failure and portrayed as change resisters or saboteurs. However, what looks like obstructionist behavior could actually be the observable effects of role ambiguity. Absent clear expectations, middle managers might assume their own unsanctioned change leadership path or take on no role at all because they lack understanding about their responsibilities. This article explores the complexity of middle managers’ experience, examines how middle managers at a two-year college navigated the uncertainty of their role within the context of institutional change, and provides readers with suggestions for equipping middle managers to become effective change agents.

MEMBERS ONLY
Attention Members: to access this item.Not a member? Join now to access this article and all journal articles for free.