Line managers' middle-levelness and driving proactive behaviors in organizational interventions

Purpose This paper explores line managers' proactive work behaviors in organizational interventions and ascertains how their management of middle-levelness by aligning with the intervention, or not, influences behaviors. Design/methodology/approach The authors’ findings are based on thematic analysis 20 semi-structured interviews university heads departments responsible for managing interventions. Findings authors found that managers engaged a range to implement intervention (i.e. “driving behaviors”). Furthermore, tended engage driving when they aligned but not unconvinced intervention's validity. Practical implications These highlight importance senior HR investing sufficient time quality preparation phase ensure all actors have shared understanding interventions' Originality/value is first study explore an influence these