What It Means to Work as a “Middle Manager” in Korea’s Social and Solidarity Economy

 When people talk about social economy organizations or social innovation enterprises in South Korea, attention is usually focused on founders, CEOs, or frontline practitioners. Far less visible, however, are those who quietly make these organizations function on a daily basis: middle managers.

 

In Korea’s social and solidarity economy (SSE) and social innovation sector, middle managers play a critical role in sustaining organizations. This article explores what middle managers actually do in the Korean context—and why their role matters more than we often acknowledge.

 

In South Korea, middle managers typically hold titles such as team leader, section chief, or department head. I worked in the role of a team leader.(Photo by Milly)  

Structural Characteristics of Korea’s SSE and Social Innovation Organizations

 

I previously worked at a media organization that held preliminary social enterprise certification. In that organization, I served both as a middle manager and a senior field reporter. I conducted on-the-ground reporting while also managing junior staff and internal operations. The process was often difficult, but it was also a period of clear personal and professional growth.

 

To understand the role of middle managers, it is important first to understand the structural characteristics of Korea’s SSE and social innovation organizations.

 

These organizations are typically mission-driven. Social value, public interest, and community responsibility take priority over profit maximization. At the same time, they operate with limited staff and budgets and must navigate relationships with a wide range of stakeholders, including government bodies, local authorities, intermediary organizations, citizens, and cooperative members.

 

Their strategic direction is also highly sensitive to changes in public policy, funding structures, and social issues. While this environment enables flexibility and experimentation, it also creates a high level of uncertainty in daily operations. Within these conditions, middle managers naturally occupy the position of balancing tension within the organization.

 

So, What Does a Middle Manager Actually Do?

 

In Korea’s SSE and social innovation organizations, middle managers are less “administrators” and more connectors.

 

They translate abstract visions and social missions articulated by leadership into concrete, operational practices on the ground. At the same time, they convey the voices and concerns of frontline staff back to leadership in the language of strategy and organizational planning. They are also responsible for practical coordination with external partners and public institutions.

 

Importantly, middle managers continue to perform hands-on work. They lead teams while simultaneously handling reporting, project management, and fieldwork. As a result, they are required to demonstrate leadership, technical competence, and a significant degree of emotional labor—all at once.

 

Everyday Dilemmas Between Values and Reality

 

The challenges faced by middle managers are often structural rather than individual.

 

Even when a project clearly delivers social value, middle managers must constantly question whether the organization can afford to continue it, or whether it is sustainable in the long term. While democratic decision-making is a core principle of many SSE organizations, real-world constraints—such as project deadlines and administrative requirements—often leave little time for inclusive deliberation.

 

Middle managers are also positioned between competing expectations. From above, they are asked to deliver results and take responsibility. From below, they are expected to protect and support their teams. In this process, middle managers frequently become shock absorbers for organizational pressure.

 

These dilemmas are not exceptional—they are common experiences for middle managers across Korea’s social and solidarity economy.

 

Why Middle Managers Matter—and What Needs to Change

 

Middle managers are indispensable. They ensure that social values are not merely stated but embedded in everyday organizational practices. They help organizations absorb failure and experimentation, while creating environments where frontline workers can grow. Most importantly, they help organizations remain mission-driven rather than becoming overly fixated on short-term performance.

 

For this reason, organizations cannot continue to rely solely on the personal dedication of middle managers. Structured support systems are needed—such as training, coaching, and peer networks. Performance evaluation should move beyond numerical outputs to include processes and social impact. Just as importantly, the role of the middle manager must be recognized as a professional position, not a form of sacrifice.

 

Because this is a path that older generations have already walked—and younger generations will inevitably face—such cultural change is urgently needed.

 

This challenge is not unique to Korea. It is a shared issue for countries seeking to grow sustainable social and solidarity economies worldwide.

 

Conclusion

 

Social and solidarity economy organizations attempt to pursue both social value and economic viability. They cannot be sustained by ideals alone, nor by efficiency alone. Someone must bridge the space between the two.

 

In Korea, middle managers play that role every day—quietly holding organizations together at the intersection of vision and reality.

 

Understanding their work is a crucial starting point for viewing Korea’s social and solidarity economy as a more realistic and sustainable model for the future.