As organizations experiment with flatter structures and question the relevance of hierarchy, a familiar question returns: Do we still need line managers? This is the question that Marianne Schmid Mast, Full Professor of organizational management at the University of Lausanne and Dean of HEC Lausanne answers in an article published in the November 17 edition of The HR Director.
She argues that “one of the most fundamental advantages of hierarchy is the clear assignment of responsibility.” When roles and responsibilities are clear, everyone knows who should act, who decides, and who is accountable. Without this clarity, organisations fall into what Professor Schmid Mast calls the “diffusion of responsibility,” where everyone assumes someone else will step in. The larger the group, the less likely anyone feels accountable, which leads to delays and confusion.
Prof. Schmid Mast also stresses that hierarchy enhances decision-making efficiency: “Without a clear leader, teams often get stuck in endless debates over who should decide and what the decision should be”. She believes the best managers combine team input with clear, decisive action. In this way, hierarchy helps break deadlocks and prevents power struggles.
So, the problem is not hierarchy itself, but the way managers fulfil their roles. Many people mistakenly equate “hierarchy” with “bad management,” yet the two are not synonymous. Even in organizations that claim to be flat, informal hierarchies quickly emerge, and specific individuals naturally gain influence, shaping discussions and steering decisions.
Schmid Mast remarks that “research on leadership emergence shows that individuals who speak more in meetings, for example, are perceived as leaders, regardless of their actual expertise to support that role. This can be problematic because charisma or assertiveness does not always equate to competence. Therefore, instead of trying to eliminate hierarchies, organizations should focus on making sure that those who end up at the top are the right people to lead.”
So, what makes a “right” line manager today?
Effective line managers increasingly need to adopt a people-centered leadership style. Authority alone is no longer enough: today’s managers must act as coaches, mentors, and enablers.
“Managers are required to develop what we call psychological literacy,” Schmid Mast says. “They need to understand fundamental patterns of human behavior: what motivates people, how feedback affects performance, why recognition matters, and how unconscious biases can skew evaluations.”
Training and selection are therefore crucial. Technical expertise alone does not make someone a good manager, and promoting top performers without people-management training often leads to frustration for everyone involved. Organizations should assess interpersonal skills, emotional intelligence, and openness to learning about human behavior, then offer ongoing development through leadership programs, coaching, and feedback.
She concludes: “When managers are selected and trained with these skills in mind, they can genuinely fulfil their dual responsibility: advancing the business’s goals while supporting the growth and well-being of the employees who make the business possible. So, far from being obsolete, line managers remain essential—but only if they are the right ones, equipped with the appropriate mindset and tools to lead in today’s complex organizational environments.”
