The article examines leadership dynamics through the author's experiences as a junior salesperson. They reflect on their desire for "servant leadership" and their struggles with a middle manager identified as a "sandwich manager."
This manager prioritized serving superiors while guiding subordinates. Insights from a Harvard Business Review article highlight the obsolescence of traditional middle management roles due to decentralized structures.
Despite initial disagreements with their supervisor's hands-off approach, the author recognizes its value in allowing employee growth. Ultimately, they argue that middle managers remain essential for effective communication and information filtering between upper management and staff in evolving work environments.
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