![\"Why](\"https:\/\/static.toiimg.com\/thumb\/msid-130531622,imgsize-147627,width-400,height-225,resizemode-4\/why-have-managers-stopped-feeling-entitled-and-what-does-it-say-about-power-at-work.jpg\")
<\/div>\n<\/div>\n<\/div>\n<\/section>\n<\/div><\/div>\n<\/div>\nOnce upon a time, your pride in corporate cubicles lay in the designations and titles you could carry as badges. The script has changed its dialect now. The perks for managers are shrinking. At 9:12 AM, a young employee logs into his third meeting. His designation- “Senior Manager still carries a faint ego of prestige. But somewhere between performance dashboards, team escalations, and late-night Slack pings, the shine has dulled. The title remains; the privilege has thinned.Across industries and geographies, a subtle but consequential shift is underway. Being a manager no longer guarantees a more engaged, empowered, or even desirable workplace experience. Once considered a rung above the grind, managerial roles are now absorbing pressures from every direction, flattened hierarchies, digital surveillance, and the relentless demand to do more with less.<\/p>\n Fresh research by Gallup in a survey named \u201cState of the Global Workplace 2026<\/span>\u201d highlights the unsettling reality. Global employee engagement has slipped to 20% in 2025\u201326, down from a peak of 23% in 2022. The decline may seem incremental, but each percentage point represents roughly 21 million workers. Beneath the numbers lies a more disquieting trend: this is the first time engagement has fallen for two consecutive years.The sharpest drop has been recorded in South Asia, down five points, where organisational churn, economic recalibration, and technological disruption are colliding. Yet the more telling fracture is not among entry-level employees, but within the managerial class itself.<\/p>\n For decades, managers enjoyed what workplace analysts called an \u201cengagement premium,\u201d a higher level of involvement, influence, and satisfaction compared to individual contributors. That gap is now narrowing, and not because employees are catching up, but because managers are slipping.According to Gallup\u2019s 2026 findings, manager engagement fell dramatically between 2024 and 2025, from 27% to 22%. Today, many managers report engagement levels nearly identical to those they supervise. The implication is stark: authority no longer insulates against burnout.<\/p>\n In India, the tremors are particularly visible. The past year has seen hiring slowdowns in the IT sector, with mid-level and senior managerial roles quietly trimmed. The cause is not singular, but the rise of AI-driven efficiencies looms large.As organisations flatten, the logic is simple, fewer managers, broader teams. But the human cost is less visible. Managers now oversee larger spans of control, juggling more direct reports without proportional support. What was once leadership has, in many cases, become logistical endurance.Gallup\u2019s survey suggests a clear pattern: as team size increases, manager engagement declines. The role shifts from strategic thinking to firefighting, less about vision, more about volume.<\/p>\n Managers occupy a uniquely precarious position. They are accountable upward and responsible downward. When resources shrink, but expectations expand, they become the shock absorbers of organisational stress. There is an emotional tax to this middle ground.They must motivate teams, but they cannot always reward. They must translate executive mandates they did not shape. They must appear composed when they themselves feel stretched thin. Over time, this dual pressure erodes not just productivity, but purpose.In latent conversations, many admit to a creeping disillusionment: the job they worked toward no longer resembles the one they hold.<\/p>\n Digital tools were meant to liberate managers, automating tasks, enhancing oversight, enabling flexibility. Instead, they have often intensified scrutiny.Performance metrics update in real time. Communication never truly pauses. The boundary between oversight and surveillance has blurred. Managers are expected to be omnipresent, responsive, data-driven, and emotionally available, without the autonomy that once defined leadership. In this environment, authority feels conditional, constantly measured rather than inherently granted.<\/p>\n Yet, the story is not uniformly bleak. Gallup\u2019s research points to a striking contrast: in best-practice organisations, 79% of managers report being engaged, nearly four times the global average. These companies invest deliberately in managerial development, treat engagement as strategy rather than sentiment, and recognise that leadership is a capability to be nurtured, not a role to be burdened.The lesson is clear: declining manager engagement is not inevitable. It is, in many cases, a design failure.<\/p>\n What we are witnessing is not merely a dip in workplace morale, but a redefinition of managerial power itself. The old markers, title, authority, hierarchy, are losing relevance. In their place, organisations are experimenting with agility, autonomy, and decentralisation.But in this transition, managers risk becoming collateral, expected to adapt without being re-equipped.<\/p>\n If organisations continue to treat managers as expendable intermediaries, the consequences will ripple outward, lower team engagement, higher attrition, and a fragile workplace culture.The reversal will take more than small changes. It needs an overhaul:<\/p>\nA global dip that signals something deeper<\/h2>\n<\/p>\n
The disappearing \u201cengagement premium\u201d<\/h2>\n<\/p>\n
India\u2019s corporate reality: Fewer titles, wider burdens<\/h2>\n<\/p>\n
The emotional toll of being \u201cin between\u201d<\/h2>\n<\/p>\n
Technology: Empowerment or erosion?<\/h2>\n<\/p>\n
A tale of two workplaces<\/h2>\n<\/p>\n
The redefinition of power<\/h2>\n<\/p>\n
The road ahead: Rebuilding the role<\/h2>\n<\/p>\n
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