There is no shortage of advice for how to navigate power dynamics within organizations — from managing toxic or exceptionally gifted subordinates to dealing with unpredictable and narcissistic bosses. Researchers have devoted entire careers to systematically cataloging the many ways in which those who have power differ from those who lack power with respect to their motivations, behaviors, biases, etc. (a sampling of these findings can be found here, here, here, and here).
Why Being a Middle Manager Is So Exhausting
They have to switch between the roles of “follower” and “leader” all day long.
March 22, 2017
Summary.
We often think of power in organizations as either something you have (as a leader), or something you don’t (as a follower). But middle managers must constantly oscillate between situations in which they have either low or high power. This can be cognitively and emotionally exhausting. By better understanding how this power oscillation plays out, both middle managers and executives can find ways to ease the burden. These strategies include simplifying reporting structures and creating “transition scripts” to aid in communication.