Leaders Who Empower, Not Control

Redefining Middle Management

As a manager, my priority is to empower my team to be self-sufficient and independent. My focus is on strategy, collaborating with key stakeholders – such as product teams, architects, and others – to create a roadmap that my team can own. Every team member, from interns to senior staff, leads projects tailored to their skills. This approach enables growth at every level.

However, I still believe that middle management plays a crucial role – not as a layer of control but as a leadership presence. Middle managers should be the people your team consults for guidance, support, and unblocking obstacles. They are there to help, not micromanage. Their role should focus on removing barriers and empowering team members to take ownership of their work.

Recent research from Robert Walters highlights that 52% of Gen-Z professionals are hesitant to take on middle management roles, viewing them as high-stress, low-reward, and overly restrictive. Many would rather pursue individual growth paths. But I believe middle management can and should evolve into something much more: a leadership layer that nurtures autonomy, supports personal development, and helps teams thrive.

For me, the key to great leadership is letting go – giving people the space to grow and own their projects. When managers step back and become facilitators, not controllers, they can focus on strategy while helping their teams succeed.

Middle management, when redefined as leadership, remains essential. It’s about guiding and empowering your team, not controlling them. So, my advice is simple: release control, trust your people, and watch them grow into the leaders they can be.