Middle managers are better placed to drive radical organisational change
than senior executives, an article in the Harvard Business Review claims.
Research shows that far from being staid and mediocre, many middle managers
are better at developing networks of staff to deliver change.
Their contacts are better throughout the organisation because in most cases
they had to work their way up the corporate ladder. They are also better
attuned to employees’ emotional needs during organisational change and can
maintain momentum, claims the report.
It also states that many have good entrepreneurial ideas that they are
willing to develop if only they could get a hearing at a more senior level.