In a new analysis, we found that strong middle managers aren’t just nice to have for all the reasons we note; they are a business imperative. Organizations with top-performing managers yield multiple times the total shareholder returns (TSR) of those with average or below-average managers over a period of five years.
In this article, we look at which manager behaviors are most closely correlated with an organization’s financial performance, and we explore five actions organizations can take to support the development of these behaviors among middle managers and create a distinctive advantage for this group.