| Abstract
| - Middle managers in human services are often seen as caught in the middle between conflicting demands and expectations. In this paper, the author explains why some individuals are particularly effective in this role. In a study of effective middle managers, the author found that a key factor is the ability to engage and master the paradox of diversity. Three components of such mastery are identified: (1) tolerance of ambiguity, (2) multiple loyalties, and (3) cross-system translation. Implications for practice, selection, training, and research are discussed.
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