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.