Sources of Inefficient Performance of Lower-Level Managers and Its Impact on Team Performance

Purpose:The purpose of this article is to identify the internal and external sources of inefficient performance of lower-level managers and to analyse its impact on the team functioning.Discussing and characterising the uncooperative performance of managers is aimed at making the factors that negatively affect the manager's?work and, consequently, their team, more familiar.The modern working environment of a manager poses a number of challenges with which they must cope.The proposed changes are aimed at improving the organisation of the manager's work and improving their performance.Design/Methodology/Approach: The research method used in this article is based on a review of the literature on the subject and deductive research.Internal and external sources of inefficiency of the lower-level manager will be identified on the basis of these sources.Results: The analysis of documents and the collected data can be used to prepare general recommendations aimed at improving the organisation of the manager's work. Practical implications:The following proposal includes practical actions that managers can implement to improve their efficiency, such as enhancing time management, developing leadership competencies, leveraging technology, fostering proactive problem-solving, utilising corporate development programs, improving cross-departmental collaboration, and applying change management techniques.These recommendations are also applicable to higher-level managers, particularly in organisations undergoing structural shifts, leadership transitions, or strategic realignments.These propositions help to enhance productivity, employee engagement, and long-term organisational growth.Originality/Value: The originality of this study lies in its multi-faceted approach, combining classical management theories with contemporary organizational challenges.It not only identifies the problems but also suggests practical recommendations for mitigating inefficiencies, such as leadership development, strategic delegation, and structured competency alignment.