At Management Systems, we define effectiveness in the management (or leadership role) as the ability to successfully influence people on your team to achieve results in the most effective and efficient manner. Role Concept – how the individual thinks about and approaches his or her role; and how the individual allocates and invests his or her time. The Inner Game of Management – the individual’s “mindset” which, in turn, involves, effectively managing one’s need for control, source of self-esteem, and need to be liked. We have also developed a framework – the Pyramid of Management and Leadership Development – that identifies the key skills required at each level of management and leadership – from First Line Supervisor to CEO. February 4, 2015 by Terrill James Malvesti 2 Comments Many times we focus on the leadership abilities of the CEO or top official in a given organization but, I think that it is imperative to spend some time focusing on middle management.
Katz (2009) suggests that a leader should have requisite skills such as technical, human, and conceptual skills all of which comprise the three-skill approach. I can’t help but think of an inspirational department head that I worked for in early in my career.
I would think that those middle managers who are promoted within are initially more effective than a middle manager who is hired from the outside the organization. In any case, it is important for middle managers to possess the skills outlined in the three-skill approach in order to fill the critical gap between first level supervisors and upper management. The three skill approach does require that middle managers have all three: technical, human and conceptual.
Chinese leadership styles can belong in one of “three subtypes: benevolent, moral and authoritarian” Benevolent leader behaviors include “individualized care and understanding and forgiving”, moral leader behaviors include “integrity and fulfilling one’s obligations, no “taking advantage of others” and being the shining flawless example.
The skills approach to leadership is an evaluation of the link between a leader’s knowledge and skills as well as the outcome or performance (Northouse 2013). Pietro Piumetti on Depending on the SituationPietro Piumetti on The World’s Best Militarysam6428 on Depending on the SituationPorsche A. These Annual Surveys help our Management Team develop specific objectives and goals to address opportunities for improvement, and support our overall commitment to Continuous improvement.
Middle managers, such as an organization’s department head or perhaps a regional manager in a national chain of stores, play a vital role in the success of the organization.


These skills are instrumental to all leaders within an organization but are imperative in middle management as all three skills are critical to success. He was the guy that everyone wanted to work for because he was not only knowledgeable, but he was approachable and had ability to put you at ease if you were having difficulty with a project.
From a technical and conceptual stand point, an internal promotion would maintain continuity and cause little disruption for the team. They must be able to be proficient in their core competencies while maintaining a fine balance between being sensitive to people’s needs and accomplishing organizational goals. First Terrill, looking at the story you have told about the good manager you had early on and the impact they had on you, this could also be translated to the experiences had with bad managers. Top management requires less technical but every bit of human and conceptual skill (Northouse 2013).
Authoritarian leaders are “powerfully subduing”, exercise “authority and control” exhibit “intention hiding behavior” are rigorous and doctrinaire (Mingzheng & Xinhui 2014 p.
This occurs when leaders treat followers differently depending on whether or not they are part of the in crowd.
I argue that the skills approach can be applied in unfamiliar overseas leadership situations provided one is willing to learn, not only from his own experiences but from those who may have already served in an overseas capacity.
We administer these surveys annually, so that progress can be measured on a year over year basis— Kevin G. Middle managers do not get the recognition that they deserve as they are often overshadowed by top-level managers. The middle manager needs to be technically versed to be able to talk the talk and walk the walk with their subordinates. His tact and diplomacy facilitated an ebb and flow of communication between subordinates and command officials which effectively communicated organizational goals while keeping the chain of command apprised of the workplace climate. Some of the best top-level managers that I’ve encounters have been successful mid-level managers who embodied the three critical skills of technical competence, human, and conceptual skills. I have had the experience to work for both good and bad leaders and the best part of that is that I have seen both what I want to be as well as what I do not want to be as a leader.


He worked for an American company that was taken over by Chinese leadership and the huge cultural differences with regard to work caused a lot of friction within the company as there was a large disconnect with regard to values.
Now, suppose that you are in top management and are being sent overseas to lead the foreign division.
This is evidenced by differences in communicating, rewarding and level of trust (Mingzheng & Xinhui 2014). A middle manager needs to have the ability to couple their knowledge and competencies with inborn leadership traits to effectively lead people and accomplish their organization’s goals.
From a human perspective, it is important for the middle manager to have people skills and be aware of other’s perspective. I always felt that we had clear cut task direction and we were always recognized for our accomplishments. Sometimes I feel it is more valuable to work for a bad manager to learn about what things kill motivation. It is very important to understand the needs of your workers and sometimes even more so the culture with regard to business.
Being sensitive “to the needs and motivations of others” (Northouse 2013), a human skill, would run counter to the behavior culturally expected from an authoritarian leader. It is imperative that middle managers possess the requisite skills and competencies to effective lead their respective department or division.
Finally, the middle manager needs to have conceptual skills in order to understand the organization’s vision and goals in order to steer the team in the appropriate direction. Conversely, I worked for a supervisor who did not have a balance of the three-skill approach and it showed in the performance of the division. He had great technical grasp but severely lacked the human skill which left doubt in each of our minds as to whether or not he cared about our opinion or valued our individual contributions.



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