Exploring the role of middle managers enabling leadership for organisational adaptability

Abstract

In the context of a rapidly evolving and complex business environment, organisational adaptability has become a critical factor for sustainable success. This study explores the role of middle managers as a leader in fostering organisational adaptability within the highly complex mining sector. Drawing upon the theory of leadership for organisational adaptability, this study examines how middle managers influence adaptive spaces and the conditions that foster or inhibit organisational adaptability. Through a qualitative study analysis, the research investigates the practices employed by middle managers and the conditions to align organisational processes to be able to shift and adapt during market demands, technological advancements, and regulatory changes, which are examples of events of complexity in the business environment. The findings reveal that middle managers act as key enablers of adaptability by facilitating communication between senior leadership and operational teams, promoting innovation, and driving collaboration. Furthermore, the study highlights the importance of cultivating adaptive spaces within the organisational structure to allow for decision-making, empowerment and continuous learning. This research contributes to a deeper understanding of leadership dynamics in complex environments and offers practical insights into how the leadership positions in the hierarchical power of an organisation can be utilised to drive organisational adaptation, whilst facing high levels of complexity and volatility.