This chapter examines the interface of top and middle managers during a period of strategic renewal in a multinational European financial institution. Qualitative data were collected from 21 semi-structured interviews with top and middle managers. Interviews centered on managers’ relational role behavior, engagement in decision-making, and leadership style. Coded themes emerging from the interviews aligned with established theory and added new insight. Of note, transparency and top management team unity emerged as important constructs not explicitly identified in previous research. The chapter concludes by describing implications for future research.
Rotterdam School of Management (RSM), Erasmus University

Raes, A.M.L. (Anneloes M.L.), & van Vlijmen, K. (Koen). (2017). The interface of top and middle managers: Taking stock and moving forward. In Handbook of Middle Management Strategy Process Research (pp. 473–492). Retrieved from