Investigating a strategically oriented MLD program: organizational identification and organizational commitment

Abstract

Purpose

The purpose of this study is to evaluate a MLDP aimed at improving the ability of middle managers to connect to the goals and strategies of the organization including the direct effect on managers’ identification with and commitment to the organization and the indirect cascading effects on subordinates.

Design/methodology/approach

Data is gathered from the responses of 107 managers and 913 of their subordinates employed in a regional healthcare administration in Denmark to surveys presented at two time points during and after completion of the MLDP program.

Findings

The study finds that managers’ identification with and commitment to the organization both show a significant decrease following the implementation of the program. In addition, subordinate identification to the leader and commitment to the organization both show a significant decrease following the implementation of the program.

Practical implications

It is recommended that when designing and delivering MLDP’s managers should be given the time, information, resources and action plans to facilitate successful role redefinition.

Originality/value

This paper has an original approach, as it is one of the first to evaluate theoretical mechanisms through which MLDP’s affect managers.

Citation

(2020), "Investigating a strategically oriented MLD program: organizational identification and organizational commitment", Human Resource Management International Digest, Vol. 28 No. 7, pp. 37-39. https://doi.org/10.1108/HRMID-06-2020-0162