Stimmen in der Führung • 8 MIN LESEN
The Manager Gap: Why Middle Management Is Struggling
APR 22, 2026
Führungskräfte im mittleren Management sind das Übertragungsband zwischen Strategie und Umsetzung. Wenn sie scheitern, leidet alles. Eine HR-Führungskraft erklärt, warum und was man dagegen tun kann.
Wie mittlere Führungskräfte unter Druck gerieten
Middle managers today are being asked to do more with less in almost every organisation I work with. They carry the pressure of communicating and implementing strategic decisions from above while absorbing the anxieties and workload concerns of their teams below. They are expected to be performance managers, coaches, wellbeing guardians, administrative processors, and strategic thinkers simultaneously. And they are typically given the least training, the least autonomy, and the least recognition of any group in the organisation. The result is a predictable crisis of overload, burnout, and poor performance.
The selection problem
The root of the manager gap is usually a selection problem: we promote the best individual contributors into management roles because they are the people we most want to reward, and because we assume that high performance in a specialist role translates into high performance as a people leader. It does not. Managing people is a distinct skill set that requires emotional intelligence, patience, coaching capability, and comfort with ambiguity. These qualities do not correlate strongly with technical expertise. The organisations that develop the best managers select for these qualities explicitly rather than defaulting to performance-as-a-proxy.
Die Investitionslücke
Most organisations spend a disproportionate share of their leadership development budget on senior leaders and graduates, with middle managers receiving the least investment of any group. This is the opposite of where the return is highest. Senior leaders have the most access to coaching, networking, and development through their role itself. Graduates are still building foundational skills. It is the middle management layer, the people responsible for the day-to-day experience of the majority of the workforce, where structured development investment produces the fastest and most measurable improvement in team outcomes.
