Embracing the Age of the Megamanager

As corporate hierarchy flattens, middle managers find their teams expanding significantly.

This shift towards the 'megamanager' is propelled by the drive to streamline operations and an intentional move towards simpler administrative processes, coupled with slow hiring practices.

Recent data from Gallup highlights a shift in how teams are structured and pinpoints factors amplifying manager stress. Over the past year, the average 'span of control' for managers has expanded, moving from 10.9 direct reports in 2024 to an average of 12.1 in 2025.

Looking back before the pandemic, in 2013, managers oversaw an average of 8.2 employees. By 2019, this average had creeped up to roughly nine reports per manager.

Increased Team Sizes and Responsibilities

A notable rise has been observed in teams consisting of at least 25 individuals, contributing to approximately 13% of managers now overseeing such sized teams.

Simultaneously, most managers, about 97%, are juggling additional non-managerial tasks that traditionally wouldn't fall under their remit.

Jim Harter from Gallup expresses caution against indiscriminately expanding managers' scopes of authority without considering the necessary conditions to support such decisions.

Navigating Corporate Downsizing and Empowerment

Companies like Intel, Amazon, and Meta are reducing middle management layers to remove redundancies and enable quicker decision-making. Amazon's CEO, Andy Jassy, has highlighted the benefits of a flatter corporate structure in empowering employees and enhancing their sense of ownership.

Experts suggest that these strategies are effective, provided the remaining managers receive proper support, training, and a balanced distribution of duties.

However, some like Yvonne Lee-Hawkins, who transitioned from no direct reports to managing 21, ended up departing due to exhaustion. She remarked that meetings turned into mere task check-offs, without the luxury of fostering relationships or career development discussions.

Effective Team and Time Management

According to Gallup's findings, the key to successful flattening lies in how engaged staff feel and how efficiently megamanagers allocate their time. Managers who focus less on non-leadership tasks tend to lead more engaged teams.

Weekly meaningful interactions between managers and their team members have shown to greatly benefit team engagement.

Reflecting on bureaucratic structure, Tanuj Deora from Sparkfund appreciates the thoughtful consideration of such structures within companies, urging for the experience level to be factored in when assigning team sizes.

Rethinking the Path to Management

Harter identifies that employees are often elevated to management due to strong past performance or long service. However, these elements don't necessarily indicate managerial success.

Organizations might consider establishing prestigious non-managerial paths to prevent employees from feeling pressured to climb the managerial ladder simply for career advancement.