Question: 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

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?

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