Middle managers’ experiences of resilience during crises: A neuropsychotherapy perspective

Abstract

Orientation: The increasing complexity of global crises, such as the coronavirus disease 2019 (COVID-19) pandemic, regional geopolitical tensions, and armed conflicts (e.g. the war in Ukraine, disputes in the South China Sea and conflict in the Middle East), have the potential to profoundly disrupt organisations. These crises require middle managers to sustain resilience, adapt to volatility and preserve operational continuity amid prolonged adversity and uncertainty. Research purpose: This study investigates how middle managers sustain resilience during times of crises through a neuropsychotherapy perspective. Motivation for the study: Occupying a uniquely demanding position within organisational hierarchies, middle managers must balance strategic directives from senior leadership with the needs of their teams, despite limited authority and autonomy. Although times of crises highlight their pivotal bridging role between organisational strategy and operational realities, their resilience strategies remain underexplored. Research approach/design and method: A qualitative interpretive approach was adopted, utilising semi-structured interviews with eight middle managers. Main findings: Four key themes concerning middle managers’ resilience during crises emerged: (1) navigating control and uncertainty, (2) organisational and familial support, (3) evolving leadership in crisis and (4) coping strategies and personal well-being. Implications for practice: Middle managers’ resilience can be enhanced by addressing basic neuro-reflexive needs, namely control and orientation, attachment and pleasure and pain regulation, which collectively strengthen self-esteem. Contribution/value-add: The study offers insights to support human resource (HR) practitioners and industrial psychologists in designing development programmes that enhance resilience capacity at the middle-management level.