Abstract:
Middle managers represent a unique position in the organisation, as they can switch
vertically between the contrasting positions of follower and leader. This implies that the
middle manager engages in a power play by adopting multiple personas.
The objective of this study was to gain an understanding of the challenges that the middle
manager experiences when engaging in vertical code-switching and adopting a variety of
power roles during the internal organisational pressure caused by executive level
turnover. Research was undertaken using a qualitative, exploratory and interpretivist
approach to obtain new insights into the phenomenon of vertical code-switching. Fifteen
in-depth, semi-structured interviews were performed with middle managers to explore how
they balanced power during an internal organisational pressure event, such as turnover
at executive level.
The key findings support the role transition theory and provide insight into the influence of
executive turnover on the middle manager’s ability to switch between different
organisational roles. The findings extend the current literature by demonstrating how the
middle manager is left powerless during executive turnover by experiencing role overload
due to the excessive demands placed upon them by the high-power strategic level.
Furthermore, it was proven that external stimuli exist, and internal stimuli do not play a
role in determining behaviour under pressure. The researcher developed a framework of
vertical code-switching behaviour in the presence of executive turnover, and offered
recommendations based on this framework.
The findings are a theoretical and practical addition to the topic by offering an enhanced
understanding of how vertical code-switching functions under internal organisational
pressure and will help leaders adjust to changes in their environments.
This paper makes use of hyperlinks across various sections for the ease of crossreferencing
for the reader.
