We hear a lot about how “leadership drives culture.” And it’s true—but not always in the way people think.

In most big companies, it’s not the CEO who shapes how you experience culture day to day. It’s your team lead. Your department head. Your direct manager. These are the people who decide how work actually gets done, how success is defined, and what kind of behavior flies—or doesn’t.

They’re the ones who make culture real.

Why Middle Managers Matter More Than You Think

Middle managers sit in a tricky spot: they have to translate strategy from the top and turn it into action on the ground. That makes them the ones actually living and breathing the culture every day with their teams.

They influence how people feel about their jobs, how conflict is handled, and how values show up (or don’t). If the executive team doesn’t lead on culture, middle managers fill in the gaps—intentionally or not.

And guess what? The result is not always coherent and aligned with the strategy.

The Problem? We Expect a Lot—And Support Too Little

In today’s fast-moving, hybrid, always-on world, middle managers are under serious pressure. They’re expected to keep teams happy, hit targets, run smooth meetings, handle difficult conversations, and stay aligned with ever-changing priorities from above.

And yet? Many get promoted for being good at their old (often technical) jobs—not necessarily for being great people leaders. Training is often spotty. Only about 44% of middle managers receive formal leadership development. (Gallup 2025, State of the global workplace). The number of middle managers that actually get trained in the type of culture that is needed, is even vastly lower.

What Happens When the Top Doesn’t Lead on Culture?

If senior leaders don’t actively shape and model the culture they want, things get murky fast. Each department starts doing its own thing. Messages get muddled. Teams interpret values differently. Culture becomes inconsistent—or worse, toxic.

Without direction from above, managers make their own calls. Sometimes that works out. Sometimes it doesn’t.

So, What Can We Do?

If companies want a healthy, consistent culture, they need to stop treating middle managers like a “layer” and start seeing them as the carriers of culture.

Here’s how to support them:

  • Train them well. Give them the tools to lead with confidence—not just manage tasks.
  • Clarify what good culture looks like. Be specific about values and behaviors, not just buzzwords. A tool like CultureLens can help you clarify this.
  • Give them a voice. Include them in shaping culture initiatives—not just executing them.
  • Celebrate them. Recognize when they’re doing it right. Culture work is often invisible.

Final Thought

Culture doesn’t live on posters or in strategy decks. It lives in how your manager runs your team meeting. How they handle conflict. Whether they make people feel safe to speak up.

If we want better cultures, we can’t only focus on the top—we have to also build strength in the middle.