Close Menu
    Facebook X (Twitter) Instagram
    • Our Story
    • Partner with us
    • Reach Us
    • Career
    Subscribe Newsletter
    HR KathaHR Katha
    • Exclusive
      • Exclusive Features
      • Research
      • Point Of View
      • Case In Point
      • Dialogue
      • Movement
      • Profile
      • Beyond Work
      • Rising Star
      • By Invitation
    • News
      • Global HR News
      • Compensation & Benefits
      • Diversity
      • Events
      • Gen Y
      • Hiring & Firing
      • HR & Labour Laws
      • Learning & Development
      • Merger & Acquisition
      • Performance Management & Productivity
      • Talent Management
      • Tools & Technology
      • Work-Life Balance
    • Special
      • Cover Story
      • Editorial
      • HR Forecast 2024
      • HR Forecast 2023
      • HR Forecast 2022
      • HR Forecast 2021
      • HR Forecast 2020
      • HR Forecast 2019
      • New Age Learning
      • Coaching and Training
      • Learn-Engage-Transform
    • Magazine
    • Reports
      • Whitepaper
        • HR Forecast 2024 e-mag
        • Future-proofing Manufacturing Through Digital Transformation
        • Employee Healthcare & Wellness Benefits: A Guide for Indian MSMEs
        • Build a Future Ready Organisation For The Road Ahead
        • Employee Experience Strategy
        • HRKatha 2019 Forecast
        • Decoding and Driving Employee Engagement
        • One Platform, Infinite Possibilities
      • Survey Reports
        • Happiness at Work
        • Upskilling for Jobs of the Future
        • The Labour Code 2020
    • Conferences
      • HRKatha Futurecast
      • Automation.NXT
      • The Great HR Debate
    • HR Jobs
    WhatsApp LinkedIn X (Twitter) Facebook Instagram
    HR KathaHR Katha
    Home»Exclusive Features»Why middle managers are to be valued for their managerial skills
    Exclusive Features

    Why middle managers are to be valued for their managerial skills

    Saheba Khatun | HRKathaBy Saheba Khatun | HRKathaJuly 27, 2023Updated:July 27, 20235 Mins Read10851 Views
    Share LinkedIn Twitter Facebook
    Share
    LinkedIn Twitter Facebook

    Middle managers play a pivotal role in bridging the gap between senior leadership and front-line employees. They are the linchpins that hold organisations together. Yet, their contributions are often overlooked or underappreciated compared to their individual-contributor counterparts.

    How significant are middle managers? What are the challenges they face? How can organisations empower and support middle managers to become effective leaders and change agents in the evolving workplace? Let us try and find some answers.

    Middle managers often find themselves caught between the expectations of senior leadership and the realities on the ground. While their managerial skills are essential for driving team performance and achieving strategic goals, they may be overshadowed by the spotlight placed on individual contributors. This undervaluation can stem from misconceptions about middle management roles or a focus on immediate results rather than long-term leadership potential.

    Mukul Chopra, CHRO, Convegenius, agrees that in some organisations, the focus may primarily be on cognitive chief experience officers (CXOs) and other high-level executives, diverting attention from the contributions of middle managers.

    “The prolonged experience of middle managers within the organisation gives them valuable institutional knowledge and historical context, which newer employees may lack”

    Mukul Chopra, CHRO, Convegenius

    “Middle managers play a pivotal role in shaping the organisation’s culture and effectively bridging the gap between the strategic vision set by senior leadership and the implementation on the ground. They serve as a critical communication link, transmitting the higher-level objectives into actionable plans for their teams,” says Chopra.

    To unlock the full potential of middle managers, organisations must cultivate a culture that recognises their significance and encourages their growth as leaders. This involves providing training and development programmes tailored to their unique needs, offering mentorship opportunities and acknowledging their achievements. By offering a supportive environment, middle managers will feel empowered to lead with confidence and navigate change adeptly.

    Chopra adds, “The prolonged experience of middle managers within the organisation gives them valuable institutional knowledge and historical context, which newer employees may lack. This makes them invaluable resources for new hires and an essential part of any leadership pipeline. Their consistent presence and contributions over the years make them a symbol of organisational stability, continuity and reliability.”

    “Leaders should embrace a more inclusive approach, focusing not only on personal achievements and targets but also on the development of their team members. Supporting, guiding, coaching and mentoring middle managers is crucial as they represent the future leaders of the organisation”

    Anil Gaur, senior HR professional

    Anil Gaur, senior HR professional, believes, “While middle managers may not always have the final say in decision-making, they should undoubtedly be involved in the process. Their expertise and insights can significantly influence the outcomes of various assignments and projects. However, challenges arise when some leaders fear that capable and competent middle managers can pose a threat to their own positions. In such cases, they may overlook or neglect these talented individuals, creating a gap in recognising and promoting deserving candidates.”

    That is why, Gaur suggests that leaders embrace a more inclusive approach, focusing not only on personal achievements and targets but also on the development of their team members. Supporting, guiding, coaching and mentoring middle managers is crucial as they represent the future leaders of the organisation.

    As the business landscape evolves rapidly, middle managers must adapt to new challenges and technologies. Comprehensive training and development programmes are essential to enhance their leadership skills, emotional intelligence and ability to handle organisational transformations. By equipping middle managers with the necessary tools, organisations can build a robust leadership pipeline and cultivate a culture of continuous improvement.

    In modern organisations, the role of middle managers is evolving to encompass broader responsibilities. Beyond traditional supervisory tasks, they are increasingly seen as facilitators of innovation, promoters of diversity and inclusion and advocates of employee well-being. Middle managers are the vital link between fostering a positive work culture and nurturing the next generation of leaders.

    “The art of managing a team requires consistent training and learning to navigate the complexities that arise while leading a diverse group of individuals. Through regular training and self-improvement, middle managers can enhance their skills and become successful leaders who inspire and motivate their teams to achieve collective goals,” says Anil Mohanty, senior HR leader.

    Additionally, he explains that to be a successful manager, one must possess the competency to handle the complexities of managing multiple individuals with different personalities, competencies and expectations. Each team member requires tailored approaches, making it crucial for managers to strike a balance in their interactions.

    “The art of managing a team requires consistent training and learning to navigate the complexities that arise while leading a diverse group of individuals”

    Anil Mohanty, senior HR leader

    “Middle managers serve as the weather vane of the organisation, reflecting the mood and morale of their teams. Their ability to gauge and interpret the pulse of the workforce is instrumental in fostering a positive work environment and driving employee engagement. In times when organisational loyalties may be tested, these managers become the stabilising force, contributing to the overall retention and loyalty of employees,” shares Chopra.

    Being the backbone of organisations, the managerial skills of middle managers are indispensable for sustained success. By recognising their value, fostering a supportive culture and providing ample opportunities for growth and development, organisations can empower middle managers to become effective leaders and change agents. Embracing the evolving role of middle managers will lead to a stronger and more resilient organisation capable of thriving in an ever-changing business landscape.

    Anil Gaur Anil Mohanty managerial skills middle managers Mukul Chopra valued
    Share. LinkedIn Twitter Facebook
    Saheba Khatun | HRKatha
    • Website

    1 Comment

    1. Julius Buku on August 3, 2023 11:20 am

      This is very very true. I am a Middle Management, Land Based Field Operational and Community Engagement Specialist, who is keen to be a driver of tangible work output movement of collaborative change and results-oriented change. I know my playing field and my teammates and I have been engaged in this game that we set the rules and the standards based on what our Team Management sets us to follow.
      If there is any better way to set a standard and leave it to be tested through the rules, processes, and procedures, we follow it to win the game. Regardless of what our opponents are saying and engaging in we try to be the best we can to claim the prize.

      Reply
    Leave A Reply Cancel Reply

    10 − four =

    Related Posts

    The quiet commute: How a digital detox is reshaping work-life balance

    May 16, 2025

    “Dark factories still a decade away from disrupting India’s employment market,” Sushil Baveja, CHRO, Jindal Stainless

    May 15, 2025

    How Pramerica Life builds an ethical culture that works

    May 15, 2025

    Red flags in job applications: What candidates miss but recruiters spot

    May 14, 2025
    EDITOR'S PICKS

    The quiet commute: How a digital detox is reshaping work-life balance

    May 16, 2025

    “Dark factories still a decade away from disrupting India’s employment market,” Sushil Baveja, CHRO, Jindal Stainless

    May 15, 2025

    How Pramerica Life builds an ethical culture that works

    May 15, 2025

    Red flags in job applications: What candidates miss but recruiters spot

    May 14, 2025
    Latest Post

    Keenai appoints Ujjwal Ankur as COO, Doorva Bahuguna as CMO

    Movement May 16, 2025

    As part of its attempt to scale globally, Keenai, a leading wealth-tech company backed by…

    The quiet commute: How a digital detox is reshaping work-life balance

    Exclusive Features May 16, 2025

    In the crowded carriages of morning trains across urban India, a subtle rebellion is underway.…

    Were Coinbase employees responsible for data leak to hacker?

    Global HR News May 16, 2025

    According to American crypto exchange, Coinbase Global, a hacker has bribed its contractors or employees…

    Vedanta will have 30% women in its workforce by 2030

    Diversity Equity & Inclusion May 16, 2025

    When Madhu Srivastava, chief human resources officer, Vedanta, says, “We don’t just include women—we elevate…

    Asia's No.1 HR Platform

    Facebook X (Twitter) Instagram LinkedIn WhatsApp Bluesky
    • Our Story
    • Partner with us
    • Career
    • Reach Us
    • Exclusive Features
    • Cover Story
    • Editorial
    • Dive into the Future of Work: Download HRForecast 2024 Now!
    © 2025 HRKatha.com
    • Disclaimer
    • Refunds & Cancellation Policy
    • Terms of Service

    Type above and press Enter to search. Press Esc to cancel.