Middle management stands at a crossroads, facing a significant evolution due to the rise of remote working. This shift has exposed inefficiencies and redundancies in traditional management structures, calling for a re-evaluation of the role and function of middle managers.

The pandemic has accelerated the adoption of flat organisational structures, with increased autonomy and decision-making power granted to individual team members. This has led to a reduction in the need for middle managers, traditionally seen as the communication bridge between upper management and frontline employees.

Simultaneously, the increased prevalence of remote work has underscored the importance of emotional intelligence and people management skills, often overlooked in the past. Middle managers are now expected to be the primary drivers of company culture, fostering employee engagement and well-being.

In response to these changes, middle managers must redefine their roles, focusing on leadership, strategy, and people management. They are encouraged to embrace the shift from controlling to empowering, becoming coaches rather than bosses.

The future of middle management is likely to be a hybrid model, combining the best elements of traditional and flat structures. This model will require middle managers to be versatile, adaptable and emotionally intelligent, capable of driving both business strategy and employee engagement.

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