The idea of middle managers as unexceptional, mediocre supervisors has been around for decades — at least since a seminal 1977 HBR article by Abraham Zaleznik that made a clear, explicit distinction between being a leader (an inspirational visionary) and a manager (a strategic administrator). These ideas are still central to what’s taught in many MBA and executive development programs, where there’s a tendency to educate managers on how to “upgrade” and become leaders.
The Real Value of Middle Managers
In the era of remote and hybrid work, their role as connectors is more important than ever. Here’s what they need to succeed.
June 07, 2021
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Summary.
Middle managers have long had reputations as ineffective or weak supervisors. But research shows that, in fact, they’re often the people that make an organization run smoothly between hierarchies. Especially today, as companies become more reliant on virtual modes of management and communication, investing in these managers as “connecting leaders” is vital. To do so, focus on four key types of connecting leaders and their associated practices. There are rewards and challenges for each; but successfully addressing them can help make your business more successful coming out of the pandemic.
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New!
HBR Learning
HBR Learning
Leading People Course
Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Leading People. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.
What you need to know about being in charge.