Leaders should be first among equals: Center stage belongs to middle managers

Abstract

Purpose

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Anyone who has been an employee for many years, and has worked for several different companies during that time, will know that it's extremely difficult to make sweeping statements about bosses. In a few cases they might have got there through ambition as much as talent, although a judicious combination of the two is more likely, and they are not always people with whom you would want to spend an evening in a bar. But once in situ, leaders' approaches to their role differ too much to make generalizations possible. This all provides fertile ground for experts examining leadership development.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Social implications

Provides strategic insights and practical thinking that can have a broader social impact.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2010), "Leaders should be first among equals: Center stage belongs to middle managers", Development and Learning in Organizations, Vol. 24 No. 5, pp. 29-32. https://doi.org/10.1108/14777281011069826