ABSTRACT
Organizations are complex systems, and effective leadership is essential to enable growth and effectiveness. When people think about leadership, they often tend to focus on those in positions of seniority at the “top” of the organizational hierarchy. However, this is a limited way of considering leadership, as leadership in effective organizations is exercised by people in various positions throughout the system. A central and important place of influence is leadership “from the middle.” Leadership from the middle draws on the expertise and influence of people who do not have a designated senior leadership role. This leadership has unique challenges so it is important to support those leading from the middle. This case focuses on Kari who is a middle leader. The case explores her leadership, the role of emotion, and how understanding the impact of “perceptions of risk” can make it easier for leaders to successfully navigate the complexities of their work and achieve valued organizational outcomes.
