Task delegation and expansion are two sides of the leadership coin. When the scope of a business manager’s roles expands, delegating responsibilities and authority to subordinates becomes strategic.

Those subordinates who absorb the excess responsibilities and authority of business owners and top leaders are, in most cases, the middle managers.

The functions of workers in the middle of the hierarchy cannot be discounted. They bridge the gap between those on top of the spectrum and those in the lower-end of the business operation. Given their intermediary function, middle managers can be potential movers or blockage to a healthy business environment.

According to Kirk Hanson, executive director of the Markkula Center for Applied Ethics and University Professor of Organizations and Society, the behavior of middle managers can undermine ethical messages and the creation of an ethical culture in a company. For Hanson, the commitment of middle managers is directly proportional to the level of commitment passed on to lower-level employees. Thus, when middle managers are not committed to the values and ethics of the company, the same lack of commitment is easily passed on to the lower-level employees.

According to Holden Leadership Center, when delegating responsibilities is done appropriately, a multiplier effect occurs. The multiplier effect in this area refers to the increase in productivity arising from specialization, sharing of responsibilities, and adding value to the subordinates. Skilled subordinates who struggle with self-confidence only need a leader who can demonstrate confidence in them.

This practice of delegating responsibilities and authority to a group or a number of middle managers was not unique to this generation. This was also one of the operational features of Solomon’s leadership.

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