Befugnisbarrieren in den KMU

This work’s perspective is the power-based influences of third parties on middle management in small and medium-sized enterprises, which have experienced ‘barriers to authority’ due to these influences. ‘Barriers of authority’ represent restrictions of one’s freedom of action by the power of third parties in such a way that they prevent decisions from being converted into successful efforts.
The results of this work allow an in-depth view of the hidden leadership of middle management in small and medium-sized enterprises. They show how differentiated middle managers in small and medium-sized enterprises use different power bases to overcome ‘barriers to authority’ and how successful their actions are.
‘Barriers of authority’ represent more of an internal problem area. A majority of the respondent is confined by formal and informal barriers between the cascade of the boss to the employees.
Success in overcoming ‘barriers to authority’ is particularly evident, when middle managers make use of their personal power bases. It can also be seen how extensive the structure of relationship of middle managers in the company is.