Para empoderar a los mandos intermedios a impulsar nuevas prácticas de liderazgo, es clave implementar varias estrategias. Primero, proporciona formación sobre las últimas tendencias y técnicas de liderazgo, asegurando que cuenten con las herramientas necesarias para innovar y adaptarse. Fomenta la autonomía permitiéndoles tomar decisiones y apropiarse de sus proyectos, lo que aumenta su compromiso y motivación. Además, crea una cultura de retroalimentación donde sus ideas sean escuchadas y valoradas. Esto no solo promueve un ambiente de mejora continua, sino que también les da confianza para ser agentes de cambio.

I disagree with the entire premise of this question. First off, there is no need for "new" leadership practices--the "old" ones work just fine, it's just that people don't use them. Second, "middle mangers' don't drive leadership practices at all, they follow the leadership practices modeled to them by their leaders. Don't get caught in the trap that middle management has to drive something new--follow that plan and you'll have several different middle managers thinking their way is best and the next thing you know the entire company is mixed up and in conflict. Middle managers thinking they have to drive new leadership practices is a bullet train to disaster.

To empower middle managers in driving new leadership practices, I’ll start by clearly communicating the value and impact of these practices on our team and organizational goals, giving them a compelling reason to embrace the change. I’ll provide targeted training and resources tailored to their unique challenges, equipping them with the skills to model these new approaches effectively. By encouraging them to lead pilot projects or initiatives that align with the new practices, I’ll help them gain hands-on experience and confidence. Regular check-ins, feedback, and celebrating their efforts will further support their growth, creating a ripple effect as they lead by example and inspire their own teams to adopt these practices.

Empowering middle managers to drive new leadership practices requires a mix of support and strategic guidance. In my experience, two best practices include: 1) Equipping managers with leadership development programs focused on adaptive and inclusive practices that align with business goals. 2) Fostering a culture of psychological safety where managers feel confident to take initiatives without fear of repercussions. Also, beware of these three pitfalls to avoid: 1) Micromanagement from senior leaders, which undermines managers’ autonomy. 2) Overloading managers with operational tasks, leaving little room for leadership activities. 3) Neglecting feedback loops, causing disconnection between middle management and their teams.

To empower middle managers to drive new leadership practices, organizations can: provide targeted training on emerging leadership styles, delegate decision-making authority, foster a culture of open communication, actively solicit their feedback, recognize and reward innovative leadership behaviors, and create opportunities for mentorship and collaboration with senior leaders; effectively positioning them as agents of change within the company.