Micromanaging
Identifying what is causing a supervisor to possess the characteristics that mimic those of
a micromanager can help put a stop to an aggressive work environment. When supervisors
micromanage, it can lead to mistrust, have a negative influence on employees, and lead to a
hostile work environment. Some employees may even rethink their career choice. There are
plenty of strategies for both employees and supervisors alike to help resolve this matter to create
a more goal-oriented and respected workplace.
Distinguishing the Micromanager Within the Workplace
Though the signs can be clear, studies show pinpointing a micromanager can sometimes
be difficult since those who are micromanaging do not even know they are negatively affecting
the workplace (Wilkins, 2014). Going along with what Wilkins states, Schilling and Schyns
(2014) states, “While different forms of destructive leadership can be distinguished, they all have
been shown to negatively impact followers and organizations.” (p.1). In the past, managers that
are being blanketed with the feeling of fear is the main cause of micromanaging employees
which is leading to complications amongst the workplace (Gimpel, 2007). A small number of
ways to attest if a supervisor is a micromanager, explained by Wilkins (2014) in his report, are:
(1) dissatisfied with the output of work employees or he performance of jobs being inadequate,
(2) frustration because the task would have been completed differently if the micromanager was
completing the task, (3) and has become a hoarder of insufficient details and constantly wanting
to know what tasks employees are carrying out . Studies show there are two types of
micromanagers. Dowden (2012) explains the first type of micromanager has high standards and
enjoys being in control, which are also good qualities of a leader. While these perfectionists
mean well, the second type of micromanager is more toxic and harmful to the workplace. “These
‘pathological micromanagers’ have an on-going need to ensure everyone around them knows
who is in charge.” (p.1) Caraccilo (2015) branched out on Dowden’s studies by further stating
these micromanagers withstand feedback purposefully and are overly involved in tasks that
employees are assigned. Micromanagement can easily terminate the growth of the employees
involved and prevent goals from being accomplished.
Micromanagers Having an Influence on Employees
Caraccilo (2015), Wilkins (2014), and Dowden (2012) effectively elaborate, and agree
with one another, on how employees are being affected by micromanagers within the workplace.
Employees that are being micromanaged are feeling frustrated, demoralized and demotivated.
Wilkins (2014) further explains a way micromanagers are having an effect on employees’ morale
