Complex organizations increasingly rely on middle managers as strategic linking-pins between the top and bottom levels of the organization. Using social identity theory and commitment theory as the foundation, this study evaluates a management and leadership development program (MLDP) intended to engage middle managers as strategy creators and implementers. We also evaluate the cascading effects of leadership development by assessing changes in subordinates' identification with the leader, and commitment to the work unit and organization.,Using a sample of 107 manager participants and 913 of their subordinates, this study measures differences in both manager and subordinate identification and commitment prior to and after the completion of a 6 months strategically oriented MLDP.,Despite the organizations' best intentions, manager identification with and commitment to the organization decreased after completion of the MLDP. Similarly, subordinates identification with the leader and commitment to the organization also decreased at Time 2.,The results paint a complex picture of the nuances of social identification as an outcome of MLDPs, and problematize the notion of cascading effects on subordinates within the organization. Researchers are encouraged to further examine organizational attitudes and perceptions as outcomes of MLDPs.,Suggestions are offered regarding how practitioners can manage strategically oriented MLDPs in order to avoid identity confusion and promote strategic action.,Strategically oriented MLDPs are increasingly popular in organizations. This study is one of the first to evaluate the theoretical mechanisms through which these programs may affect managers and problematize these effects for complex organizations.

中文翻译：

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善意不对：调查战略导向的MLD计划

复杂的组织越来越依赖中层管理人员作为组织最高层和最低层之间的战略链接。本研究以社会认同理论和承诺理论为基础，评估了旨在吸引中层管理者作为战略制定者和实施者的管理和领导力发展计划（MLDP）。我们还通过评估下属与领导者的认同以及对工作单位和组织的承诺的变化来评估领导力发展的连锁效应。使用107位经理参与者和913位下属的样本，本研究衡量了两位经理之间的差异在完成为期6个月的战略性MLDP之前和之后，以及下属的识别和承诺。MLDP完成后，经理对组织的认同感和对组织的承诺减少了。同样，在时间2，与领导者的对下属的认同和对组织的承诺也有所减少。结果描绘了社会认同作为MLDP的结果而产生的细微差别的复杂情况，并使对组织中对下属的级联效应的概念产生了问题。鼓励研究人员进一步研究作为MLDP成果的组织态度和看法。提出了有关从业人员如何管理以战略为导向的MLDP的建议，以避免身份混淆和促进战略行动。以战略为导向的MLDP在组织中越来越受欢迎。