The international report analyzes challenges faced by mid-level managers in small, medium, and large companies in four European countries. It is based on 20 case studies of diverse companies. The case studies revealed challenges common across companies as well as company-specific challenges. Main challenges included the need for innovation, digitization, performance measurement, growth control, cultural differences, soft skills, autonomy, workload, and employee motivation, engagement, and retention. Best practices identified to address these included implementing performance systems, job redesign, effective communication, training programs, and cultural sensitivity training.

1. The international report aims to reveal the main challenges faced by the mid level managers
from small, medium, and large companies located in four European countries and to advance
solutions and strategies which to address the main needs, in particular the training needs. The
international report is build on the empirical findings from 20 company based case studies
focused on the challenges and best practices related to mid level managers. The sample cases
were chosen so that to include diverse enterprises, which to allow the identification of distinct
challenges and solutions across companies. Thus, the sample included companies based in
Romania, Poland, Italy, and Malta, of various size (50% were small and medium, and 50% were
large), economic sector (services, manufacturing, construction, and agriculture), age (both young
companies and companies over 70 years old), type of ownership (national and international
ownership). The cases revealed very diverse challenges faced by the mid level managers, but
also similarities.
1. Challenges faced by the organizations in the sample
The integration of the findings revealed by the 20 empirical case studies shows that the main
leadership challenges faced by the companies can be grouped in at least three categories:
- the need to be innovative and sensitive to customer requirements, due to the fact that these
organizations have already started or are planning to operate on global markets,
- the slow process of digitization of the overall management system and the need of a
commercial unification process
- the difficulties to measure results/outcomes and lack of straightforward methods to measure
performance, due to the lack of standards, the bureaucratic structure of the organization or the
nature of the business. This is complemented by the lack of support from the utilization of a
performance review system through which to measure the actual performance of the
Contextual and organizational level challenges
INTERNATIONAL REPORT ON MID LEVEL MANAGERS

2. subordinates. Moreover, this is leading to gaps in reviews and wrongly interpreted data based on
incorrect reviews, which further lead to bad decision making within the firm
- the difficulties to control the rapid growth of the business that might harm the balanced growth
of the business.
- cultural differences: expatriates or employees from far distance countries that bring with them
diverse ethnic and religious beliefs along with different values and lifestyles. In cases where
mid-level managers fail to adapt to a diverse workforce, high risks of political problems within
firm arise causing further consequences.
- the insufficient soft skills for the leadership roles and lack of mastery in efficiently using the
communication tools and techniques. The mid-level managers are usually technical experts in their
line of work, yet they might lack managerial and soft-skills expertise.
- the lack of autonomy in making the decisions at the mid-level managers and sometimes, the
lack of consideration and credibility given by the top management
- the heavy workload and consequently lack of time to deal with all the direct reports and in the
same time to fulfil the company objectives. The middle managers have various duties (like HR
responsibility, scientific information, feedback analysis and study analysis) and consequently they lack
time to further assess decisions and pay attention to each subordinate.
- insufficient ability to delegate on the managers’ side
- lack of knowledge on how to motivate employees and improve their work engagement
- high employee turnover rate at the level of some of the teams
- lack of ownership at the employees level and not enough account responsibility
- insufficient work motivation and engagement.
- insufficient empowerment, lack of sufficient talent development practices, and promotion opportunities
- lack of data regarding the increase of satisfaction and engagement, or employees feedback
Challenges related to the mid-level managers
Challenges related to the employees

3. The main development needs on the managers’ side are related to developing the soft skills and
leadership skills:
- knowledge and abilities to motivate people
- ability to delegate tasks and manage to cascade the company objectives at the employees level
- ability to motivate employees and knowledge on motivation techniques and tools
- change management skills
- knowledge and skills on career development tools and talent identification practices
2. Best practices and solutions implemented by the organizations
The main solutions, strategies and best practices that were implemented and could be further
implemented by the organizations include:
- the implementation of a performance rating system. The performance appraisal systems can play a
special role in stimulating employee development and are useful in identifying the tasks and abilities the
employee has to meet compared to established standards. By using a performance system the
organizations can boost the confidence of the employee's strengths, make the perspectives for promotion
to be more transparent, clarify the goals that must be pursued by employees, and this can affect the
employees’ ambition to raise the level of training.
- Job redesign of the management positions, so to allocate time for dealing with the people
challenges that appear and to pay attention to the employees in their teams (individual face to
face meetings, feedback meetings with their team members, better communication with the team
members so to know each individual’ needs and particularities). Some of the challenges faced
are related to the fact that the managers sometimes prefer more technical tasks and this role
comes also with higher responsibility.
- Emphasis on the work environment, by trying to ensure both a comfortable physical work place
and also a pleasant work atmosphere
- Updating / creating rules and procedures that to support efficiency and productivity (i.e. -
interdepartmental or unitary (for sales s.a), working hours, customer relationship policy, updates on the
Best practices at organizational level

4. internal regulation, electronic adaptation of the Entry-Exit Register, accounting procedures). The rules
and procedures need to be updated permanently, adapted to organizational needs and ensuring that
they are respected are
- Implementation of employees motivating strategies by ensuring work flexibility (remote work,
work from home opportunities, flexible work schedule)
- Integration strategies for the newly hired employees, which to reduce the employee fluctuation
rate, such as assigning a buddy for the newly hired employees (a colleague who offers support to
the new comer, provides quick answers to their questions, and helps to better integrate and
socialize)
- Implementation of effective communication techniques within the company (between recruiters
and line managers, between the line managers and employees, between employees); Creating a
framework of transparent communication from mid-level managers to employees and vice versa will
positively influence the employees’ results; Organizing meetings: 1) CEOs with managers and 2)
managers with employees; - Creating interdepartmental teams to develop joint projects that can
facilitate communication between departments and develop relevant projects for the company.
- implementation of surveys, needs analysis questionnaires and competence gap analysis
- group team-building activities to develop shared goals and mind-map possible solutions as outcome of
the dialogue between CEOs, middle managers and employees;
- organize an anonymous channel of reporting and signaling of any possible abuse/allegation,
suggestions (such as Suggestions box)
- involvement of external consultants or of external adviser, which to guide the activities of the managers
The main best practices implemented for addressing the training needs include:
- Training on soft skills – leadership skills, time management, employee motivation, task delegation,
management of objectives (setting objectives), public speaking, and giving feedback, involving
employees into the decision-making process related to their jobs and setting the objectives.
Training on motivation techniques focused on improving the work environment: physical work
environment, work flexibility, work life balance techniques; training on communication and active
listening, planning and organizing, attaining proficiency in decision-making
Best practices at the level of mid managers

5. - Training on tools use such as usage of specific apps and programs to deliver analyses of key
activities and performance indicators, utilization of digital tools to improve how information is
delivered and ameliorate the perception of middle management, digital management of workers
with shared contents and instant recollection of key indicators for performance (revenues,
efficiency, complaints etc.)
- Access to online resources for professional and leadership development that the managers could use to
develop and learn according to the time availability
- Availability of senior managers in each company or outside consultants (mentors or coaches), from
which the managers to learn and to ease their decision making
- Short and virtual exchange programs between middle managers and businesses to exchange
good practices and job-shadowing
- training on HR and psychological practices, including performance management, recruitment &
selection, organizational processes and internal controls, change management and train the
trainers programs
- training and practices for the mid-level managers to organize more frequent
discussions/individual meetings with their subordinates to try to collect and provide informal
feedback. Ensure that feedback is given from front-line supervisors to the employees. It is
important to provide employees with honest feedback, detailed and not only some ideas and
suggestions for improvement.
- training on inter-cultural skills, to understand, respect and manage employees from the different
cultural backgrounds
- availability of senior employees in the company to guide and teach the employees (knowledge flow
from experience workers to new workers), work and life balance strategies implemented for the
employees
- access to online resources for professional development that the employees could use to learn in their
own pace
- training employees to welcome newcomers and implement on boarding activities
Best practices at the employees’ level

6. - Participation to periodical staff meetings which to update them on the status of the ongoing projects. Use
of technique of management by means of celebrating – managers to celebrate various workplace events,
talks with employees not only about professional matters but also to show interest in their personal
matters. In this way, the managers would eliminate the barriers in dealing with subordinates, and provide
them with support and help, by creating an atmosphere of openness that is conducive to speaking not only
about successes but also about problems
- implementation of bonus systems for employees, based on performance evaluation system,
KPI’s, and qualitative indicators. Implementing skill-based compensation systems for the
employees, systems based on KPI’s, qualitative indicators and a bonus system could facilitate
also the growth of the employee and of the organization.
Conclusions:
The findings reveal a set of common challenges faced by the companies with regard mid level
managers. While the challenges faced by the companies vary as a function of macro contextual
factors such as the economic development of the country and the region the companies are based
in, other organizational contextual factors are even more important in determining the challenges
faced by the mid level managers, such as the size of the organization, the organization age, field
of activity, or organization structure.