Date

1-13-2023

Department

Graduate School of Business

Degree

Doctor of Strategic Leadership (DSL)

Chair

Laurant Jolly

Keywords

middle management leader, matrixed organization, matrixed team

Disciplines

Business | Leadership Studies

Abstract

The purpose of this qualitative case study was to explore the pivotal and challenging role that middle management leaders have in leading and managing matrixed teams within a matrixed organizational structure. The specific problem to be addressed was the possible inability of middle management leaders to lead effectively within the information technology (IT) industry where a matrixed organizational structure has been implemented resulting in ineffective teams that do not benefit an organization in achieving its strategic objectives. The outcome of the research and study were to contribute to the body of knowledge and to reduce the gaps in the literature by expanding on the understanding of middle management leaders and their pivotal and challenging roll leading and managing teams within a matrixed organizational structure. The study included 15 one-on-one interviews resulting in seven discovered themes. The seven themes that were discovered in conjunction with the existing literature provided key insight and applicable implementation strategies that can be utilized by middle management leaders that are leading and managing matrixed teams within a matrixed organizational environment and by matrixed organizations in order to better equip their middle management leaders. The conclusion of this study suggests that the challenges faced by middle management leaders can be overcome when proper steps and actions are taken and implemented by both middle management leaders and their matrixed organization.

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