The capacity of midlevel leaders to develop influential relationships in order to effectively lead up, down, and to the side is dependent upon internalizing and continuously nurturing both a leader and a follower identity.

We propose that midlevel leaders are the hub of the organizational wheel who possess unique skills that can transform organizations. We conclude that midlevel leaders need to be supported in their current roles rather than inadvertently pushed out of them.

A cumulative reading of this volume indicates the need to rethink what it means to be in the organizational middle. In this final chapter, we draw from the lived experiences, research, and scholarly perspectives described throughout the volume to posit a reconceptualization of midlevel leadership and considerations for its future.

The purpose of this chapter is to explore the contemporary leadership issues and opportunities among those who lead administrative affairs functions from the middle of the organization. Included is a summary of the general challenges of administrative leadership, followed by specific considerations of the paradoxical environment at community…

In this chapter, we extend the conventional expectations of midlevel academic leadership to include emotional labor. To do so, we draw on examples salient to academic department chairs, who are the ultimate example of midlevel leaders: sitting between senior-level leaders and a cadre of disciplinary- and departmentally-based peers. After defining…

Midlevel leaders are key players in institutional change, yet many often feel disconnected from the framing and execution of academic strategy. Actively engaging midlevel leaders in the institutional strategic planning process creates an opportunity for professional development and accountability for the success of the strategic plan.

Intercollegiate athletics occupies a unique place in higher education, but little is known about administrators working in this area. This chapter proposes a functional definition of "mid-level" in the context of college sports, describes the prevalence of these jobs nationally, and summarizes key factors associated with mid-level…

This account of practice is based on a French pharmaceutical company in China that faced the challenge of transforming its business model in an era of dramatic external changes. By introducing the methodology and practice of action learning, it brought value and results to business development, talent reserves, and knowledge management, which…

This chapter provides insights into the mid-level management leadership challenges, realities of their position, and the unique impact mid-level managers bring to campus organizational culture.

Middle leaders play an essential role in schools but for many their position is characterised by tensions caused by 'being caught in between or sandwiched between senior management to whom they were accountable … and subordinates for whom they had some functional and often moral responsibility'. Moreover, Catholic school middle leaders face…

There has been little exploration of how Research Leads build bridges and manage networks to encourage teachers to be researchers. As a middle leader on a teaching timetable, in this article, I focus on some of the current issues and dilemmas I have personally faced when trying to thrive in this role. I address these issues and draw on my own…

Leading community college change initiatives from midlevel leadership positions is challenging. This chapter reviews the experiences of two midlevel leaders who led change on their campuses. They describe the work of their leadership efforts, including their relationships with faculty, administrators, students, and the challenges, rewards, and…

Although the leadership training and development industry generates billions of dollars each year, some countries lag behind. This article explores one program's attempt to expand leadership training and development opportunities in Nicaragua. The Leadership Trainer Certification Program (LTCP) is designed to prepare those who are responsible for…

This case illustrates Professor Saitoh's struggles in a middle-management position leading an education committee called the Assurance of Learning (AOL) Committee at a business school in Japan. The committee assessed students' learning outcomes and provided suggestions for curriculum improvement. The school was accredited by the Association to…

This chapter provides a portrait of midlevel Latina leadership in community colleges, focusing on the intersections of gender and race. The chapter will also examine the challenges and barriers Latinas face as midlevel leaders, the role of mentors, as well as provide recommendations for community colleges to help increase the numbers of Latina…