February 09, 2026
Roles and challenges of line managers in strategic people management
Erika Sayuri Sato; William Maximiliano Carvalho De Melo
Summary prepared by the ResumeAI tool, an artificial intelligence solution developed by the Pecege Institute focused on synthesis and writing.
In this context, a company’s true differential lies in its human capital, that is, in the people who innovate, solve complex problems, and drive business (Chiavenato, 2014). The ability to attract, develop, and retain talent has therefore become a critical success factor. The effectiveness of people management policies and practices is consequently determinant not only for institutional alignment and operational efficiency but also for strengthening a robust and adaptable organizational culture. In this scenario, line managers assume an indisputable leading role, acting as the main bridge connecting organizational strategy to daily operations (Wooldridge et al., 2008).
Positioned on the front lines, they are the agents responsible for translating Human Resources (HR) policies into practical and tangible actions, directly influencing the organizational climate, performance, engagement, and satisfaction of their teams. The uniqueness of their position lies in the direct connection with both senior management, from whom they receive strategic guidelines, and frontline employees, whose daily work they execute and supervise, granting them a deep understanding of operational realities (Huy, 2001). However, a recurring challenge in organizations is the fact that many of these managers are promoted based on their technical excellence or individual performance, without receiving adequate and necessary training for the complex responsibilities of people management (Vinh, 2012), creating a gap between the assigned responsibility and the developed competence.
The effective integration and synergistic partnership between the Human Resources department and line managers are, therefore, essential for organizational success. Academic interest in this relationship has grown exponentially, evidenced by an increase of over 40% in the volume of international publications on the topic between 2001 and 2009, a clear reflection of the global trend to decentralize HR responsibilities to line leadership (Qadeer et al., 2011). People management has ceased to be an exclusive function of a specialized department to become a competence that requires the active involvement of any and all managers in applying its tools and principles (Ivancevich, 2011).
This study is thus justified by the need to deepen knowledge about the perceptions, available resources, and barriers faced by these managers in a sector as complex and dynamic as aviation; human performance is critical for safety and efficiency. The air transport sector in Brazil represents a pillar of great economic and social impact. According to recent data, it directly employs over 246,000 people and contributes 0.5% to the national Gross Domestic Product (GDP), equivalent to US$10.3 billion. When indirect and induced effects, such as tourism and the supply chain, are included, the total economic impact reaches US$46.4 billion in GDP and the generation of 1.9 million jobs (IATA, 2024).
The high operational complexity, strict regulation by national and international agencies, pressure for security, and intense competition demand extremely efficient and resilient people management. A deep understanding of line managers’ actions in this specific context not only provides subsidies for optimizing processes in the studied company but also generates knowledge applicable to other organizations operating in high-pressure and complex environments.
To achieve the proposed objectives, the study adopted a descriptive research approach with a quantitative design, using a survey as the main data collection instrument. The choice of this method is justified by its ability to measure perceptions, attitudes, and behaviors of a specific group in a standardized way, allowing the identification of general trends and patterns. A structured questionnaire was developed, hosted on the Google Forms platform to facilitate distribution and ensure participant anonymity, a crucial factor for obtaining sincere responses on a sensitive topic such as self-assessment of competencies. The invitation to participate, containing the link to the questionnaire, was sent by email to a population of 48 line managers working in the São Paulo and Rio de Janeiro bases. The research instrument was meticulously divided into three sections to address the different dimensions of the research problem.
Part B investigated the frequency and perceived effectiveness in the use of organizational support resources and tools, such as information systems, procedure manuals, and the support of HR consultants. Finally, Part C, with multiple-choice and open-ended questions, aimed to analyze managers’ perception of the main obstacles and barriers that hinder their effective engagement in people management processes. The questionnaire structure thus sought to create a complete overview of the line manager’s experience.
The data collection phase occurred between May 26 and August 08, 2025. At the end of this period, 21 valid responses were obtained, representing a response rate of 43.75%. Although the sample does not correspond to the entire target population, this response rate is considered satisfactory for an exploratory and descriptive survey in a corporate context; manager availability is often limited. After collection, the data were exported and organized into a spreadsheet in Microsoft Excel software for descriptive statistical analysis. This analysis consisted of calculating absolute and relative frequencies, allowing the identification of central tendencies and clear visualization of response patterns for each of the investigated questions. The survey results reveal an interesting and significant dichotomy in managers’ perceived competence.
On the one hand, they demonstrate high confidence and a strong sense of preparedness in activities related to interpersonal development and the daily management of their teams. The integration of new collaborators, for example, was a practice in which 20 out of 21 respondents (95%) felt prepared or very prepared. This data suggests the existence of effective onboarding processes and a valuation of the initial welcome, which aligns with literature that highlights the importance of organizational socialization for talent engagement and retention (Schein, 2010; Gregory et al., 2022; Carlos & Muralles, 2021). Similarly, 20 managers felt prepared to nominate collaborators for training programs, demonstrating a recognition of the importance of continuous development for individual and collective performance (Coelho Jr. & Borges-Andrade, 2008).
The promotion of inclusion and diversity and the encouragement of a feedback culture were also pointed out as strengths by 19 respondents each, reinforcing the perception that diverse organizations are more innovative and humane (Daza et al., 2021) and that feedback, when well-managed, is a powerful tool for professional development (Ullmann & Fumagalli, 2018). This high self-confidence in relational competencies can be attributed to the intrinsic nature of the leadership role, which requires direct and constant contact with the team. Activities such as integrating, training, and providing feedback are visible, generate immediate results in the team’s climate and productivity, and are more aligned with the traditional image of the “leader-coach”. It is likely that the organization itself reinforces and values these skills through its performance evaluations and declared culture, encouraging managers to focus on these aspects.
The security demonstrated in these areas suggests that managers feel comfortable and empowered to act in the field of human development, perceiving it as a central part of their managerial identity. In contrast, the results point to a marked insecurity and a low level of involvement in more bureaucratic, administrative, and strategic HR processes. Decisions about remuneration and the proposition of salary adjustments emerged as the area with the lowest participation and confidence, with 17 out of 21 managers (81%) stating they do not perform the activity or being neutral regarding their preparedness. This finding corroborates international studies that point to the low involvement of line managers in salary decisions (Srimannarayana, 2010) and suggests a strong centralization of these responsibilities in the HR department. Such centralization, although it may ensure equity and standardization, can also limit leaders’ autonomy to recognize and reward performance in an agile manner (Gheno, 2011).
The formal hiring and termination processes also showed themselves to be areas of limited activity. Only 11 managers (52%) felt prepared to conduct the bureaucratic procedures of a hiring, and 13 (62%) to manage the formal aspects of a termination. The clear dissociation between participation in recruitment (where 16 felt involved) and the formalization of admission points to fragmented activity, in which the manager participates in the choice but distances themselves from the procedural part (Fonseca, 2003). In terminations, the abstention of 8 managers (38%) indicates possible knowledge gaps regarding legal procedures and internal policies, contradicting the literature that positions the direct manager as the main communicator and executor in this delicate process (McGovern et al., 1997; Ayres, 2022).
The analysis on the use of organizational support resources and tools revealed a widespread and concerning underutilization. Only five managers (approximately 24%) mentioned the regular use of internal systems for monitoring Key Performance Indicators (KPIs), which are essential instruments for strategic alignment and data-driven management (Kaplan & Norton, 1996). The company’s procedures manual, a pillar for standardization and operational safety in the aviation sector (ANAC, 2021), was cited as a reference source by only five managers. Even more alarmingly, the corporate training platform, which should be a central resource for competency development, was mentioned by only four leaders. This scenario indicates a clear disconnect between the organization’s offering of resources and their effective utilization by leadership.
The causes for this underutilization can be multiple, ranging from a lack of communication and training about the existence and use of these tools, to a perception that they are complex, bureaucratic, or of little relevance to daily challenges, evidencing a failure in engagement and personalization of the support offering (Barbosa, 2021). The barriers to greater manager involvement in HR processes were clearly identified and prioritized by respondents. The main barrier, cited by eight managers (38%), was the absence of an HR department with a local physical presence, which compromises direct, agile, and contextualized support. The literature consistently reinforces that the engagement of line managers fundamentally depends on the quality and proximity of the support offered by HR (Bos-Nehles, 2010; Gilbert et al., 2011).
The company seems to have adopted a centralized or shared services HR model (Brockbank & Ulrich, 2009), but communication about how to access and use this remote support was apparently flawed. The second most cited barrier, by seven managers (33%), was the gap in specific leadership training. This confirms the hypothesis that many are promoted for their technical performance without receiving adequate training in people management, a classic problem in the literature on the subject (Brewster & Soderstrom, 1994). The lack of integration between departments and the rigidity of the hierarchical structure were pointed out, each by four managers (19%), who perceive processes as slow and collaboration as difficult, which hinders the building of trust and agility (Horta et al., 2012).
It is evident that organizational support needs to be conceived as a broad and integrated network, involving not only HR, but also senior management and peers (Joiner, 2007).
The in-depth analysis of the collected data reveals a clear set of improvement opportunities for the organization. Strengthening the dialogue with HR consultants, even if they work remotely, is crucial to ensure alignment and necessary support (Ahrens, 2018). Additionally, it is imperative to foster a data-driven culture, integrating the use of tools such as KPIs systems and training platforms into the managerial routine. This requires not only making the technology available but, above all, empowering leaders to interpret indicators and use them in strategic decision-making about their teams.
It is concluded that the objective was achieved, preserving the findings and the outlined practical contribution.
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Executive summary from the Final Project of the Specialization in People Management from the MBA USP/Esalq
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