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Table 2 Solutions for industrial middle managers

From: Ethical challenges for medical professionals in middle manager positions: a debate article

  Solutions for middle managers (MM)
Strategies • Involvement and participation in the strategic development • Correction of unrealistic and incorrect strategies
Role definition • Reflection on the role along with top management (clear mission, expectations and goals) • Precise definition of the area of responsibility • Clear action skills • Clear instructions for conflict cases • Definition of career objective “middle management” for sustainable business development • Move away from the image of the transit station on the career ladder • Demand and promoting a sense of responsibility and authenticity
Pressure to perform • Free space for balance between autonomous and heteronymous leadership • Deals for professional accompanying consultation, mentoring and coaching • Offers for communication and conflict training • Flexible working hours in the interest of MM • Offers for health promotion in the interest of MM
Qualification • Professionalization of management of operational communication processes • Targeted training concepts for operational change management • Programs aiming at achieving advancement in the company (horizontal career paths)
Incentives • Salary levels in relation to top management and the operational core • Time quotas for qualifications and further training • Time quotas for self-reflection • Flattening of hierarchies
Ethics • Formulation and anchorage of a corporate code • Code of Conduct training for all new hires • Antecedents of the company values at all levels, in particular by the top management • None (not-lived) Ethics formulation for marketing reasons • Active and open communication culture, possibly any specific communication channels for ethical issues • Regular employee surveys