Being Bypassed: Uncovering Skip-Level Meetings from U.S. Frontline Technology Leaders’ Perspectives

Abstract

This exploratory qualitative study examined the practice of skip-level meetings, in which employees meet with a manager above their direct supervisor. Scholar research on this leadership practice is scarce, while it is widely yet inconsistently implemented in industry and frequently discussed in business publications outside academia. The study focused on investigating the experiences and perspectives of the potentially “skipped” managers, who may have the most unpredictable views on the practice. A diverse group of 25 first-level engineering managers from U.S. technology organizations, differing in individual and organizational contexts, participated. Findings revealed surprisingly broad support and implementation, with perceptions linked to culture, generation, meeting format, and other aspects. Synthesized with existing literature and intersecting theories, various insights and practical implementation guidelines emerged, along with recommendations for future research directions.