The roots of micromanagement: understanding the “why” and the background to managers’ behaviour

The roots of micromanagement: understanding the “why” and the background to managers’ behaviour

Micromanagement is often associated with negative feelings and reduces efficiency. It is therefore essential to understand what is behind this phenomenon. We often analyse how managers should behave, but rarely discuss why managers behave in their particular ways.

Deeper causes of leadership behaviour

Mistrust: this is one of the most common reasons why a leader needs micromanagement. If a manager does not feel confident in the abilities of employees, or fears that without them the work will not be up to standard, he or she may be prone to over-intervention. This behaviour is often triggered by managers’ own insecurities or by negative experiences that have left a deep imprint on them.

Perfectionism: some managers strive for perfection in every detail, believing that this is the only way to achieve the desired result. This attitude may stem from high expectations of themselves or from past failures that have reinforced their resistance to failure. As a result, employees feel less motivated to think creatively because they are constantly controlled and constrained by the manager.

Fear of failure: Many managers are driven towards micromanagement by the possibility of failure or failure. They fear that mistakes will reflect back on them and damage the company’s reputation or business performance. This fear is particularly prevalent in work environments where performance is assessed through rigorous metrics.

Lack of information: often managers get involved in details because they feel they are not getting enough feedback from their team. This lack of information can lead them to take control of the process themselves, in an attempt to make up for the missing information.

Inexperience: for new managers, micromanagement often comes from a lack of experience. This safety mechanism can help them to feel in control until they have enough experience to manage loosely but effectively.

Addressing micromanagement: actions and systems approach

Tackling micro-management problems requires individual coaching and the introduction of an organisational system that supports managers in dealing with the challenges.

Introduction of structured management systems

The Performance Control System, which integrates the PDCA cycle, gives managers the opportunity to continuously improve processes. This system allows managers to make decisions on an objective basis, reducing the need for subjective interventions. The implementation of the system not only supports managers, but also benefits the whole organisation by providing a stable, well-structured framework.

Benefits for the organisation

By implementing a Performance Control System, the organisation is able to build a stable and consistent system of work that not only supports the team and managers, but also strengthens teamwork. In this way, the system gradually reduces the need for individual intervention by managers, increasing the autonomy of teams. By working within this system, teams will be able to function more effectively, even in the event of a change of leadership. Because everyone works according to a system, changes in leadership have less impact on team performance.

An integrated approach to leadership challenges

Understanding the behaviour of managers and addressing the problems of micromanagement is a complex task that requires an integrated approach. This involves individual development, open communication, regular feedback and the use of structured management systems. These measures can help managers manage more effectively, improving organisational performance and the workplace climate. This kind of system adjustment helps to improve the adaptability and resilience of the organisation as a whole, thus increasing its long-term stability and effectiveness.

Attila Jezsó

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