How must middle managers interact with their supervisors and subordinates to translate top management strategies into co

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How must middle managers interact with their supervisors and
subordinates to translate top management strategies into concrete
goals for their employees?
How can middle managers protect themselves from the new
psychosocial risks associated with the negative culture of heavy
work investment and technostress? What if they experience
workaholism and technostress?
How can they protect themselves from the harmful effects of a
counterproductive and unsustainable work-life interface? How can
they play a positive leadership role in their relationship with
their employees to promote work-life balance?
Are there differences between men and women in middle management
leadership roles in terms of their relationship with the new
psychosocial risks and work-life interface?