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The creation of high-performance organizations has been the subject of numerous books and articles. Research studies in the early 1990s focused on new ideas in the way work is organized and managed, which were referred to as a new work paradigm. Emerging companies like Microsoft highlighted the importance of intellectual capital. That was followed by the concept of knowledge organizations and the focus on employees and their capabilities. Research on employee attitudes shifted to the importance of emotional commitment or engagement. Technology has been a hot button throughout. But largely ignored has been the role of middle managers and supervisors. Recent research shows that of all the factors that influence employee performance, managers have the largest impact. In knowledge organizations as well as those where the quality of service and individual craft skills contribute to success, managers and supervisors are instrumental in creating a work environment where employees perform at their best.