Middle management in the AI era

AI adoption is prompting questions about management roles and workload.

Gartner predicts that organisations using AI to flatten their structures will eliminate roughly half of middle management roles by 2026. The forecast concerns the end of this year.

Other research describes pressure on managers. Gallup reported a notable dip in manager engagement in 2025, dropping from 30% to 27%. Younger managers under 35 fell five percentage points. Female managers dropped seven. DDI's Global Leadership Forecast found 71% of leaders reporting increased stress from their roles, with 40% of those actively thinking about quitting.

The people we rely on to hold organisations together are experiencing stress, disengagement and restructuring.

As someone who has led IT teams through multiple rounds of organisational change, M&A integrations, and the shift to hybrid working, I have seen first-hand how leadership expectations have changed. Those changes require a review of how managers support their teams. I covered the state of play heading into 2025 in my piece on IT management trends. This post looks at what has changed since and where we are heading next.

Here are five management trends for 2026 and actions to consider.

1. Leaner teams, heavier emotional load

Restructuring and automation have made teams leaner, but the work has not disappeared. It has just been redistributed upward onto fewer managers.

This is not a temporary adjustment. It is structural. Organisations that cut middle management layers often discover they have removed the very people who absorbed complexity, translated strategy into action, and shielded teams from executive whiplash.

Remaining managers carry a disproportionate emotional and operational load. They are expected to be strategic and tactical, empathetic and efficient, available while protecting time to focus. For organisations that need help redesigning that operating model, IT management consulting can provide an outside view and a practical plan.

What to do about it: If you manage managers, check in on their capacity rather than just their output. Build emotional resilience into your leadership development frameworks, not as a nice-to-have but as a core competency. Recognise that a stressed manager creates a stressed team, which creates a retention problem.

2. The span of influence is tripling

Managers today oversee nearly triple the number of employees compared to a decade ago. Flatter structures mean wider spans of control, more direct reports, and less time per person.

This is where traditional management falls apart. You cannot run meaningful one-to-ones with 15 direct reports every week. You cannot build psychological safety across a team of 20 when you barely have time to check Slack. Managing by presence does not address those demands.

Define decision-making authority, delegation and regular team communication so progress does not depend on constant managerial input.

What to do about it: Audit your span of control. If you are managing more than 8 to 10 people directly, review delegation, team structure and the workload you can sustain. Document your decision-making frameworks so your team can operate autonomously when you are not available.

3. Decision velocity beats decision quality

DHR Global's 2026 talent outlook names agility as the single most critical leadership competency this year. The report prioritises adaptability.

The reasoning is straightforward. In a volatile environment, a good decision made quickly beats a perfect decision made slowly. Leaders who wait for complete information before acting are being outpaced by those who make sound calls with 70% of the data and course-correct fast.

This does not mean being reckless. It means building "rapid learning loops" into how you lead. Make a decision, measure the outcome, adjust, repeat. Replace perfectionist norms with high standards and fast iteration. A structured IT strategy review can help ensure you are making fast decisions within a sound strategic framework.

What to do about it: Track how long your decisions take. If approvals routinely take weeks, that is a leadership bottleneck, not a process. Push decision-making authority down to the people closest to the problem. Your job is to set guardrails, not sign off on everything.

4. The hybrid trust problem is not going away

Stanford research confirms what most of us already suspected: remote and hybrid work is permanent for a large chunk of the workforce. But the trust gap between leaders and distributed teams has not been solved. My piece on workplace transformation in 2026 digs into the infrastructure and technology side of making hybrid work sustainable.

Too many organisations are still managing hybrid work with the same tools and expectations they used when everyone was in the same building. Proximity bias means people who show up in the office get more visibility, more opportunities, and more trust, whether or not they are actually performing better.

The best leaders in 2026 will be those who measure output rather than attendance, who build rituals for connection that work across time zones, and who resist the temptation to conflate "visible" with "productive."

What to do about it: If you have hybrid teams, audit your promotion and development decisions for proximity bias. Are office-based staff getting disproportionate opportunities? Build structured async communication habits. Weekly written updates beat impromptu corridor conversations for distributed teams.

5. Gen Z and millennials are rewriting the leadership contract

Stanford's CASBS research found that younger workers evaluate organisations on salary, progression, purpose, flexibility and whether leadership acts on its commitments.

Compare what leaders promise with their decisions. Younger employees have a low tolerance for inconsistent leadership, such as saying you value wellbeing while expecting midnight emails, claiming to support development while cutting training budgets.

For IT leaders specifically, this matters because the tech talent market remains fiercely competitive. The difference between retaining your best engineer and losing them to a competitor often comes down to whether they trust their manager to advocate for them.

What to do about it: Be honest about what your organisation actually offers rather than what the careers page claims. If you cannot offer remote work, say so clearly rather than dangling it and pulling back. Hold regular development conversations about goals, opportunities and support.

The common thread: emotional intelligence is not optional

These trends require managers to recognise stress, handle difficult conversations and build trust when face-to-face contact is limited.

The cited research emphasises interpersonal skills alongside technical competence.

Include those skills in management development and promotion criteria.

What I am doing about it

In my own teams, I have been deliberately shifting how I lead over the past two years:

• Documenting decisions, not just making them. Every significant call gets written down with reasoning. This builds trust, enables delegation, and creates a reference point when things need revisiting.
• Protecting manager capacity. I actively push back on meeting culture and administrative overhead that eats into my team's ability to actually lead.
• Measuring what matters. SLA adherence, NPS scores, project delivery rather than hours logged or office attendance.
• Having honest conversations early. If something is not working, I would rather address it in week one than let it fester into a performance issue in month six.

Review whether these practices improve manager capacity, decision speed and retention.

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What management trends are you seeing in your organisation? I would love to hear what is changing for you. Connect with me on LinkedIn or get in touch to discuss your IT leadership challenges.