Middle managers have always been the backbone of organizations — translating strategy into execution. In 2026, they are also the most overburdened. Hiring freezes, layoffs, and new technology adoption are converging to squeeze managers from all sides.

A Gartner report revealed that 62% of managers reported increased workloads in 2025, often absorbing responsibilities from eliminated roles.25 At the same time, they are tasked with enforcing unpopular RTO mandates and managing teams through AI disruption. The result: burnout. Deloitte found that half of middle managers report feeling “frequently overwhelmed”, up sharply from pre-pandemic levels.

The squeeze is not just workload but structural. Flattened organizations reduce the need for layers of management, leaving fewer advancement opportunities. Career progression stalls, and managers feel stuck between disengaged employees and costconscious executives.

Some companies are rethinking the manager role. Tech firms are experimenting with “player-coach” models, reducing managerial responsibilities and shifting focus to technical contribution. Others are investing in leadership training and peer support networks to buffer stress.

But these efforts remain uneven. In many organizations, middle managers are expected to carry the burden of culture, performance, and change management without additional resources. They are both enforcers and scapegoats.

The risk is attrition. Burned-out managers are more likely to quit, leaving organizations without critical institutional knowledge. Replacing them is costly and difficult in a tightening labor market.

For organizations, the path forward is to recognize managers as a strategic asset, not just a layer of hierarchy. Investing in tools, training, and realistic workloads is essential. Without this, the “squeezed middle” may become a breaking point in the workforce.

Source: Workforce Intelligence