Understanding the Counterproductive Effects of Micromanagement in Leadership Using the Lenses of Subordinate’s Employees

Abstract

Some managers believe in micromanagement system of leadership that are generally perceived to be safe, effective and assures them full control on workers and productivity. Micromanagement is a style of management where there is control of workers through excessive observation and control throughout the stages of completion of workflows within the organisation. It entails closer supervision of the subordinates throughout all the stages of the complete workflow engagement. In real essence, micromanagement type of leadership has been observed for many years to exhibit tendencies of counter-productivity amongst the workers as it robs them the rights to execute their assigned duties to the best of their abilities and skills. Micromanagement has been known for many years for its ability to stifle worker’s innovations and creativity and hence rob them their self-esteem. It has further been also observed as one of the highest sources of employee demotivation. Besides, it also tends to promote mistrust, and creates an atmosphere of insecurity thereby leading to counter productivity. This study is grounded on the theory of socialisation. Socialisation is the theory that helps individuals to be socially accepted. In return their behaviours helps society function smoothly. The principals of socialisation helps to learn new values, norms and customs. The main objective of this study therefore was to establish the counterproductive nature of micromanagement system in leading employees. The study was significance in that it highlighted the demerits of micromanagement through the lenses of the individual employees. This study employed qualitative research methods. The research used a case study research design. Data was collected using semi-structured questionnaires, focused group discussions and observations while the research results were presented using thematic analysis.