Dotted line reporting is a matrix management practice where employees report to both a primary (solid line) and secondary (dotted line) manager. This blog explains how dotted line reporting works, its benefits, challenges, and best practices for corporate leaders.

This structure aims to balance priorities across functions and projects, but true power remains with the solid line manager. It can evolve over time into dual solid line reporting.  See more about the challenges of matrix management in our definitive guide.

What is solid and dotted line reporting?

Dotted line reporting is a feature of matrix organizations, where employees have both solid and dotted line managers.

The solid line manager usually oversees objective setting, performance evaluation, and professional development. The dotted line manager typically guides specific projects or activities but does not have full authority over the individual.

The balance of power remains with the solid line manager so the dotted line manager needs to get things done through influence rather than through authority alone.

How do solid and dotted line managers differ?

Why do organizations use dotted line reporting?

Organizations introduce dotted line reporting to give more priority to cross-functional or project work, especially when virtual teams lack influence. However, in disputes, the solid line manager’s authority usually prevails, and dotted lines rarely balance the power of the horizontal work or project with the vertical functional silos.

What are the challenges of dotted reporting lines?

• Individuals may default to their solid line manager, limiting the effectiveness of dotted line relationships.
• Dual reporting requires high autonomy and decision-making skills; otherwise, issues escalate to managers who may only understand part of the role.
• Structure alone does not solve complexity—skills and autonomy are essential.

How can managers succeed in dotted line relationships?

Dotted line managers must influence without formal authority, relying on persuasion and collaboration rather than hierarchy. Climate surveys suggest employees may prefer dotted line managers for their broader influence and persuasive style.

Kevan Hall, author of Making the Matrix work says “When we focus on structure and reporting lines we tend to focus on power and control, my advice is to forget about reporting lines and focus on collaboration and influence.”

You  can build the skills to do this through a Matrix Management Learning Path

What resources might help?

• The book Making the Matrix Work

What are some practical recommendations for corporate leaders managing with a dotted line

• Clarify roles and responsibilities for both solid and dotted line managers.
• Develop your skills in influence without authority
• Foster autonomy and decision-making skills in dual-reporting environments.
• Use dotted line reporting to strengthen project and cross-functional priorities but recognize its limitations in balancing power.
• Give dotted line managers a formal role in contributing to objective setting and performance evaluation to bolster their role.

See more about matrix effectiveness in our comprehensive guide to matrix management