Middle management is facing a crisis of confidence. Once a stepping stone to senior leadership, these roles are increasingly viewed as high-pressure, low-reward positions with limited autonomy and progression. For HR leaders, this presents a strategic challenge, and an opportunity to reshape the future of leadership.

According to Gallup’s State of the Global Workplace Report 2025, manager engagement has dropped from 30% to 27%, with younger and female managers feeling the strain most acutely. The Workplace Institute on behalf of UKG 2023 survey stated that 42% of managers’ report being more stressed than their team members, and 25% say they are ‘often’ or ‘always’ feeling burned out. Without action, organisations risk weakening their leadership pipelines and losing the cultural influence that middle managers bring to employee engagement.

But this isn’t a lost cause. HR leaders who rethink structures, support systems and working cultures can restore the value of middle management and secure the leadership talent they’ll need for the future.

The responsibility-reward imbalance

Middle managers are expected to deliver results, support teams and drive change, often without the authority, time or training to do so effectively. Many are stretched thin, navigating conflicting demands in workplaces that haven’t evolved with modern working styles. Progression is another sticking point. Budget constraints and rigid hierarchies limit development opportunities, leaving many managers questioning whether the role is worth the effort.

Add to that a culture of proximity bias and outdated performance metrics, and it’s no surprise that hybrid and remote managers feel disconnected and undervalued. Generational shifts are also at play with millennials and Gen Z prioritising flexibility, purpose and wellbeing over traditional career ladders.

Reimagining leadership structures

To reverse the trend, HR leaders must challenge traditional leadership models. Agile structures, such as matrix models, distribute responsibility more evenly, encouraging collaboration across functions and reducing pressure on individual managers. Moving away from fixed job titles and linear career paths also helps. Stretch opportunities, like temporary leadership roles or cross-functional projects, allow employees to grow without waiting for formal promotions.

A more human approach to management development

Training alone isn’t enough. Managers need space for reflection, peer learning and applied development. Ongoing coaching and mentoring (formal or informal) can boost confidence and connection. Support should also extend to managing team wellbeing, hybrid working and conflict resolution. When managers feel equipped and supported, they’re more likely to stay motivated and effective.

Visibility, inclusion and modern role models

Representation is key. If employees don’t see leaders who reflect their values or backgrounds, they’re unlikely to aspire to those roles. For younger workers especially, leadership must feel authentic and inclusive.

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Making work-life integration a reality

One of the biggest deterrents to management is the fear of sacrificing personal priorities. Many see it as a choice between career growth and quality of life. HR leaders must show that it’s possible to have both. Flexibility should be embedded into culture, not just policy. Hybrid and remote work need clear expectations, fair performance measures and equal access to opportunities.

Policies around parental leave, caring responsibilities and mental health must be actively encouraged and normalised.

6 ways recognition programmes can reverse middle manager disengagement?

Recognition can help to carve a path forward

Middle managers often sit at the centre of organisational pressure, and feeling seen can be a powerful motivator. Well-executed recognition programmes can be leveraged for engagement, retention and leadership development.