Middle managers get a bad rap. Blamed for being bottlenecks, pilloried as bureaucratic and ineffective, and painted as the “bad bosses” who send good talent running, they often bear the brunt of harsh criticism and false beliefs. I see them differently. After countless hours of conversations with MBA students about moral and ethical leadership, what emerges is a strong, consistent cadre of unsung heroes in middle management who push their teams and organizations to seek principled decision making and choose the right thing over what is simply the most expedient.
