In over 20 years of working with senior leaders, one pattern has stood out: not a single executive I’ve worked with skipped the middle leadership phase. No one went straight from frontline employee to the executive suite.
Instead, the pathway to executive leadership typically involves time spent leading small teams, then larger ones, and eventually entire functions. The middle leadership layer isn’t just a stepping stone—it’s the breeding ground for senior leaders and executives.
So why, after executives ascend to their seats, do so many overlook the very layer they once relied on to develop their skills?
The Reality of Middle Management Today
If you’re in middle management, it might feel like the ladder has been pulled up behind those who’ve moved on. Senior leaders often place heavy demands on middle managers, expecting them to deliver results, lead teams, and drive organisational change. Yet, the support, development, and investment needed to meet these expectations are frequently missing.
Is this intentional? Unlikely. Research by Tepper et al. (2018)1 highlights that senior leaders often unconsciously deprioritise middle management due to competing demands and resource constraints. But perceptions matter and, for many middle managers, this neglect feels tangible.
The Cost of Overlooking Middle Managers
Recent studies underscore the critical role middle leaders play in organisational success. A report by Anicich and Hirsh (2017)3 notes that middle managers are essential for managing competing demands from senior leaders and frontline teams, but they face unique stressors that are often unaddressed.
A 2022 study by McKinsey4 found that investing in middle management is linked to a 25% improvement in team performance, yet organisations frequently underfund their development. This is a concerning trend, as middle managers are the bridge between strategy and execution.
The neglect of this group is particularly ironic given the ongoing conversation about “winning the war for talent”. Without investing in middle leaders, organisations risk undermining their leadership pipelines and long-term performance.
A Challenge to Senior Leaders
If you’re a senior leader or executive, it’s time to reflect:
- How did you become the leader you are today?
- What role did your time in middle management play in preparing you for senior leadership?
- What are you doing to support today’s middle managers?
- Are you providing the resources, coaching, and development they need to thrive?
Your middle leaders are the backbone of your organisation. Without them, your leadership bench will weaken, and so will your ability to execute strategy.
Steps to Strengthen Middle Management
- Provide Development Opportunities. A study by Liu and DeRue (2021)2 shows that tailored leadership programmes for middle managers improve their ability to navigate complexity and enhance team outcomes.
- Engage Regularly. Create forums where middle leaders can voice challenges, share insights, and connect with senior leadership. Tepper et al. (2018) found that regular executive engagement with middle managers builds trust and alignment.
- Clarify Expectations. Help middle managers understand their role in organisational success. Clear role definitions, as emphasised by McKinsey (2022), lead to better performance and reduced stress.
- Reward and Recognise. Celebrate achievements and publicly acknowledge the contributions of middle leaders. This fosters loyalty and reinforces a culture of appreciation.
Middle managers are not merely a ‘layer’ in your organisation. They are the leaders in waiting, and their success is your legacy.
Closing Thought
Great leaders don’t just climb the ladder—they hold it steady for those following behind. If you’re in the executive suite, take a moment to look back and ask yourself: Am I investing enough in the layer that made me who I am today?
References
1. Tepper, B. J., Simon, L., & Park, H. M. (2018). Abusive supervision. Annual Review of Organizational Psychology and Organizational Behavior, 5, 123-152.
2. Liu, W., & DeRue, D. S. (2021). Adaptive leadership in middle management: Developing the next generation of organisational leaders. Journal of Management, 47(3), 752-776.
3. Anicich, E. M., & Hirsh, J. B. (2017). The psychology of middle power: Vertical code-switching, role conflict, and behavioral inhibition in middle managers. Academy of Management Review, 42(4), 659-682.
4. McKinsey & Company. (2022). How middle managers drive organisational performance. Retrieved from McKinsey’s website.
Exigence provides a full suite of evidence-based business coaching solutions, driven by a desire to help individuals and teams to achieve their performance potential. Find out more here or contact us to talk through how we can support you.
