Mid-level Manager – a Leader in the Shadows or the Shadow of a Leader?

Peter doesn’t need an alarm clock. Every morning, he’s jolted awake by the sound of phone notifications. The first message - straight from the CEO - gets him on his feet immediately: “I need the report by noon.” Before he even has time to think about an action plan, an email lands in his inbox from the employee responsible for preparing the report: “I won’t be able to come to work. I’m sick. I’ll send you what I managed to do.” While hastily eating breakfast, Peter scans the team chat for a replacement and delegates the task of finishing the report to someone else. Success! The fire is under control. He’s managed to find a “firefighter” ready to step into the flames and put them out.

On his way to work, however, another problem arises. Peter gets a call from a disgruntled client complaining about errors in the proposal he was given. The day before, Peter had been stuck in long meetings with his superiors. He hadn’t had time to approve the proposal and instead trusted his employee’s competence. Now he faces a difficult conversation with that employee - and an equally tough attempt at fixing the situation. At the same time, he knows all too well that he’ll have to explain the incident to his own bosses. As he enters the office, a concerned HR colleague stops him: “Pete, today I need the list of those we’re sending to the training.” But no one from the team has volunteered. Everyone complains about a lack of time and an overload of tasks, so Peter faces the challenge of persuading his people to take part.

Instead of heading straight to his office, the man makes his way to the company kitchen. Maybe a sip of hot coffee will help clear his mind and add some Energy - something he is already desperately running out of at the very start of the day. At that moment, the “firefighter” from earlier rushes over, complaining that what he received doesn’t resemble a report at all and that he has to redo it from scratch. “I won’t make it on time, I need more hours,” he tells Peter - just as Peter’s phone starts buzzing ominously in his pocket. Another message: “Remember, I’m counting on that report. We need to show it to the client.” No question marks, no room for discussion - just several exclamation points.

Who is the Mid-level Manager Today?

Peter, working as a team leader in an IT company, is neither a director shaping grand strategies nor a rank-and-file employee focused solely on his narrow set of tasks. His role fills the space somewhere in between these two worlds. In military terminology, the strip separating two fronts is called “no man’s land” - and it is precisely this “no man’s land” that mid-level managers must cultivate every day through their dedication and effort. They are expected to translate the board’s demands and visions into concrete team actions. At the same time, they are the ones who receive all the team’s grievances - from complaints about broken equipment, to personal conflicts, to simple questions like: “But how am I supposed to do this?”.

Today, the mid-level manager is increasingly perceived as a multifunctional machine whose job is to blend executive expectations, crush employee resistance, and squeeze maximum efficiency out of their teams. The result should be a dish that pleases everyone. Yet while a kitchen appliance will process any kind of ingredients, leaders must carefully select and balance the proportions. On the one hand, they must be loyal executors of their bosses’ decisions; on the other, empathetic leaders capable of defending their team’s interests. From above rain down goals, deadlines, and KPIs; from below rise human emotions, needs, and frustrations. Every day feels like walking a tightrope: one step toward management, and the team feels abandoned; a step in the opposite direction, and the bosses start asking why “the results are slipping”.

The paradox is that the smooth functioning of the entire company depends precisely on people like Piotr. They are translators, mediators, and crisis coordinators all at once. Their work is almost invisible - because if they do it well, no one notices that anything was on the verge of falling apart or grinding to a halt. In the background, they constantly stitch together loose threads—responding to pressure from the board on one side, while easing tensions within teams on the other. And yet it is they, the mid-level managers, who keep the organization moving every day: patching holes, preventing cracks, and building bridges between the distant worlds of executives and employees. Too often, this enormous effort remains in the shadows, and their needs in terms of security, mental health, and wellbeing are neglected. That is a mistake - because it is the condition of these people that determines whether the organization will develop effectively, and above all, sustainably.

Challenges That Are Anything but “Mid-level”

The everyday life of our fictional Peter is hardly an isolated case detached from reality. His intense morning could easily repeat itself (and quite possibly does) in thousands of offices and companies around the world. Mid-level managers, regardless of industry, now operate in an environment that generates tensions and conflicting expectations from every direction. Their work resembles walking through a minefield - one where new charges are constantly being added. And defusing them is neither easy nor straightforward. What challenges do they face daily?

Overload of responsibilities. This is the first and most obvious problem for mid-level managers. In the past, a leader was responsible for a handful of people and had time to talk with each of them, support their growth, or build meaningful relationships. Today, it has become standard for teams to expand to a dozen or even several dozen people - often working in dispersed, hybrid, or fully remote setups. With the growth in the number of subordinates comes a surge in spreadsheets. Instead of focusing on conversations with their teams, managers spend more time buried in tables and documents, because organizations want to see everything expressed in numbers. And the more reports and status updates, the less room there is for real leadership. According to a Deloitte report, the average mid-level manager already spends over 40% of their time on reporting and status meetings, rather than on managing people. In practice, this means one-on-one conversations with employees get postponed indefinitely, because preparing yet another presentation for the board is deemed more “important.” The greater the emphasis on formal reporting, the less energy remains for truly understanding people and their problems.

Pressure of Change. Digitalization, artificial intelligence, automation—these are no longer distant visions but everyday realities in which managers must find both their people and them. Peter hears from his superiors: “Your role is to implement AI into the team’s processes.” But no one gives him a ready-made manual on how to do it, no one specifies how long it should take, and no one considers what will happen to employees who are afraid of the new tools. On the one hand - pressure to chase trends. On the other - responsibility for people who can’t always keep up with them. And in between, very real questions: Who will train the team? Who will calm the fear that “machines will replace us”? Who will take responsibility for errors in implementation? All eyes turn to the mid-level manager. McKinsey data shows that as many as 70% of transformation projects end in failure or partial failure, and the main reason is precisely the lack of effective “translation” of strategy to the team level - a task that largely falls to mid-level managers.

Conflict of loyalty. This is arguably the most difficult aspect of the role. The manager is like a referee in a match where both teams are playing against each other, yet fair and clear rules must be created for both sides. Executives expect loyalty, results delivered, adherence to procedures, and not too many questions. Employees, on the other hand, want empathy, support, and a boss who stands by them when reality diverges from the “top’s” expectations. In CIPD studies, as many as 62% of mid-level managers admitted they most often feel “trapped” between conflicting expectations. Being constantly split leaves many of them with a sense of guilt no matter what decision they make. That leaves little room for loyalty to themselves.

Stress and burnout. It’s no surprise, then, that all this leads to chronic fatigue, frustration, and eventually burnout. Research shows that mid-level managers are more likely than other employees to report feeling overloaded and lacking meaning in their work. According to Gallup’s 2023 report, mid-level managers are the group most often reporting declining engagement and rising stress - more so than both frontline employees and top executives. More than half admit they regularly work overtime just to “catch up” on administrative paperwork. One in four openly says they are considering quitting due to exhaustion. And this is not just an individual problem - when a manager burns out, their team burns out too. People who see a tired and frustrated leader quickly lose motivation and start thinking about leaving as well.

The modern mid-level manager is therefore someone who simultaneously carries a growing load of responsibilities, must navigate a world of constant change, balances between conflicting expectations, and pays for it with their own health. And yet their effort often remains underappreciated - because when they manage to keep everything under control, the rest of the organization assumes that this is simply “how it’s supposed to be.” The problem is, every crisis in this role sooner or later reverberates across the entire company.

A Valued and Supported Leader? It Pays Off for Companies

Although mid-level managers often remain in the shadows, they are the ones who determine the strength and stability of organizations. They translate complex strategies and executive goals into the language of everyday actions. Without their involvement, top management’s visions remain nothing more than flashy PowerPoint slides. The mid-level is the true “engine of implementation” - without it, no change will ever take effect. Their role is even more crucial because employees increasingly expect more from their companies than just a paycheck: they seek meaning, a sense of belonging, and opportunities for growth. And all of this is built through direct relationships with their supervisors - very often, mid-level managers.

According to Gallup, managers account for as much as 70% of the variance in team engagement. In other words: where the leader is present, supportive, and competent, people are more motivated, loyal, and productive. Where the leader fails - even the best strategy or the most attractive benefits won’t keep employees for long. McKinsey emphasizes that workplace relationships account for nearly 40% of job satisfaction. And who shapes those relationships? Largely, the mid-level. Managers are also key to organizational culture. They decide whether people feel seen and appreciated. Firstup warns that eliminating the middle layer leads to communication gaps and a decline in trust. That’s why organizations that invest in the development of this group achieve significantly better results. McKinsey calculates that companies that effectively support mid-level managers gain not only higher team engagement but also tangible financial benefits. 

The problem is that this role is often underappreciated and underfunded. Many managers receive insufficient training, even though the future of entire teams depends on their competencies. Meanwhile, research from Great Place to Work clearly shows that a sense of purpose at work and trust in one’s supervisor directly translate into company performance. When people believe that what they do matters and that their boss supports them, they work more efficiently and are less likely to leave. That’s why mid-level managers are neither a “redundant link” nor an expensive luxury. They are the ones who sustain culture, drive innovation, and translate grand strategies into real action.

How an Organization Can Care for Its Leaders

Since we know that mid-level managers are the foundation of every organization, the question arises: what can companies do to ensure their comfort at work and their effectiveness? It’s not only about thanking them for their effort, but above all about creating conditions that allow them to truly lead people - not just chase deadlines and fill out spreadsheets. Here’s a set of practices organizations can implement to genuinely support their leaders:

• Reduce bureaucracy and excessive reporting. Managers today spend far too much time filling out spreadsheets, creating summaries, and preparing presentations. Companies should therefore invest in process automation, delegate administrative tasks to support departments, or simply reduce the number of required reports. This way, leaders can focus on working with people.
• Reasonable team sizes. Teams of a dozen or several dozen people are an enormous burden for one manager. A better solution is to split large structures into smaller groups or introduce coordinator roles. Only then can a manager truly know their people and support their growth.
• Time for leadership, not just operations. Organizations should ensure leaders have space in their calendars for conversations, feedback, and coaching. Blocking meeting-free hours and setting work priorities is a simple way for managers to be present for their teams.
• Smart approach to meetings and communication. Shorter, better-prepared meetings with clear goals and communication rules help save time and energy. Instead of multi-hour sessions, short stand-ups or team-wide notes work far better.
• Clarity of responsibility and decision-making. One of the greatest burdens for managers is uncertainty about who makes the final decision. Companies should clearly define lines of responsibility, specify who decides on what, and when matters should be escalated.
• Support in daily tasks. A manager doesn’t have to do everything themselves. Help from an assistant, coordinator, or operations specialist can take technical tasks off their plate and let them focus on leading.
• Development and training. Mid-level managers often get too little support in developing their own skills. Companies should offer not only management training but also mentoring programs, coaching, and opportunities to exchange experiences with other leaders.
• Culture of feedback and psychological safety. Organizations that create space for open dialogue gain more confident leaders and more engaged teams. Regular one-on-one talks, “skip-level” meetings, and clear rules for constructive feedback are basic tools for building a healthy work climate.
• Mental health and wellbeing. These are not just buzzwords but real needs. Access to psychological support, additional days off, or monitoring workloads of managers are ways to protect them from burnout.
• Boundaries of work. Companies should clearly communicate rules around after-hours availability, remote work, and weekend contact. Without boundaries, managers feel constantly “on call,” which directly leads to burnout.
• Recognition and appreciation. Managers are often judged solely on results, not on how they develop their teams or nurture workplace atmosphere. Changing evaluation criteria to also reward investment in people - not just numbers in Excel - makes a real difference.

Such measures are not a luxury but a prerequisite for the mid-level to fulfill its role. Managers need support, clear frameworks, and genuine appreciation to balance the demands of executives with the expectations of employees. Organizations that provide this gain loyal teams, better results, and above all, a stable foundation for further growth.

What Can a Leader Do for Themselves? 

Although a huge share of responsibility lies with organizations, managers themselves can also consciously take care of their work comfort and mental wellbeing. This is not only a matter of personal health, but also the foundation of effective leadership. A leader who looks after themselves is better equipped to support others, make sound decisions, and maintain balance in difficult moments. Here are some practices that can help:

• Setting boundaries. A manager should clearly define their working hours and consistently stick to them. This helps avoid the feeling of being “always on” and creates real space for rest.
• Managing time and priorities. Taking care of one’s calendar, blocking time for deep work, and skillfully saying no to non-essential tasks protect against overload and daily chaos.
• Caring for physical health. Regular sleep, exercise, and healthy eating are not luxuries but essentials for mental hygiene. They form the foundation of energy and resilience to stress.
• Introducing micro-breaks, routines, and recovery rituals. Short breathing exercises, a moment of meditation, a walk, or a screen-free pause can become everyday ways to reduce tension.
• Building a support network. Talking with a mentor, joining peer exchange groups, or using coaching provides the reassurance that one is not alone in facing challenges — and allows problems to be seen from new perspectives.
• Developing competencies. Investing in learning — from courses and training to reading leadership literature — strengthens the sense of agency and builds confidence in times of crisis.
• Practicing gratitude and appreciating small wins. Taking a moment to notice personal progress and team achievements fosters satisfaction from daily work and prevents focus from falling solely on shortcomings.

Even More Challenges Ahead

The future of mid-level managers does not look any easier than the present. In the era of artificial intelligence, automation, and hybrid work, their role will only become more complex. On the one hand, some tasks - such as preparing reports, analyses, or meeting notes - will be handled by machines. This could give leaders more space for real leadership, relationship-building, and supporting people. On the other hand, it will be precisely mid-level managers who will need to explain to employees the purpose of implemented technologies, ease fears of being “replaced by algorithms,” and teach teams how to collaborate with AI tools. They will also have to bridge the gap between younger employees raised in the world of apps and digital media and those who prefer tried-and-true, more traditional ways of working.

Globalization adds another layer of challenge. Increasingly, managers must lead teams dispersed across the globe, where the barriers are not only time zones or languages but also cultural differences and varying expectations about work. On top of that come rising demands for corporate transparency and social responsibility - and who will be the ones translating ESG slogans or diversity policies into daily practices? Once again: the mid-level. They will be expected to reconcile efficiency with a human touch, speed of reaction with patience for their teams, and technological implementation with building trust. Paradoxically, in an increasingly digital world, their role as the “human connector” may become even more critical.

Mid-level managers are the quiet capital of companies - the people who rarely stand on the podium but without whom there would be neither results nor teams ready to face new challenges. Today it is clearer than ever that neither strategies written in executive offices nor the enthusiasm of individual employees are enough. Someone is needed to connect both worlds and make the company function. That someone is the mid-level manager. How they are treated will determine the future of many organizations. If they are given space, support, and recognition, they will repay it with loyalty, energy, and the ability to build healthy, resilient teams. If, however, they continue to be left on their own - overloaded, torn, and underappreciated - then even the most beautiful strategy will eventually collapse in practice. That’s why today, perhaps more than ever, it’s worth realizing that investing in the mid-level is not a luxury, but a responsibility of forward-looking companies. It is a way to build stability, support growth, and secure the future. And maybe - just maybe - thanks to such awareness and care, Piotr and those like him will finally be able to enjoy their morning coffee. Without pressure, without haste, without exclamation marks in their messages.