How Micromanaging Destroys the Workplace

Micromanaging can destroy the workplace, leading to stress, high turnover, and poor job satisfaction, among other issues. It has been widely studied in organizational behavior, psychology, and management research, with evidence pointing to a reduction in employee engagement and low productivity.

 

Where is Micromanaging Prevalent?

Whether you work in a large corporation or a smaller-run business, chances are you’ve experienced micromanagement on some level. According to Gallup, research indicates that only about 1 in 10 people naturally possess strong managerial talent, which means small businesses are especially vulnerable when untrained leaders resort to controlling styles.

However, Marzoni and Barsoux note in the Harvard Business Review that “set-up-to-fail” dynamics, such as micromanaging, are common in large organizations where “hierarchies are rigid and feedback loops are weak.”

• Small businesses often experience founder-driven micromanagement due to issues with trust and control. Small business micromanagement is frequently a symptom of personal control issues.

  
  

• Large corporations often experience systemic micromanagement due to bureaucratic structures and risk-averse cultures. Big corporate micromanaging is usually a symptom of structural/system issues.

Micromanaging Effects on Employee Engagement and Job Satisfaction

• Low autonomy creates low motivation: Micromanagement reduces employees’ sense of independence, which is a key driver of intrinsic motivation according to Self-Determination Theory (Deci & Ryan, 2000).

  
  

• Job satisfaction drops: Studies have found that employees who experience micromanagement report lower job satisfaction and higher turnover intentions (Manzoni & Barsoux, 2002; Amabile et al., 2004).

  
  

• Quiet quitting: Additionally, the phenomenon of quiet quitting is largely attributed to poor management and a lack of employee engagement. According to Gallup, 50% of U.S workers are quietly quitting.

Workplace Stress and Mental Health

• Increased stress: Micromanaged employees experience higher stress and anxiety levels. A study in the Journal of Applied Psychology (Kelloway et al., 2010) found a link between controlling leadership behaviors and increased employee stress.

  
  

• Burnout risk: Constant oversight can contribute to emotional exhaustion and burnout (Harms et al., 2017).

Reduction of Productivity and Low Performance Levels

• Reduced productivity: Micromanaging often slows down work because employees wait for approvals or fear making independent decisions (Manzoni & Barsoux, 2002).

  
  

• Lower creativity: Controlling leadership inhibits creativity and problem-solving, as employees feel constrained (Amabile, 1996).

High Turnover and Low Retention

• Higher turnover intentions: Employees under micromanaging supervisors are more likely to leave their jobs (Kim et al., 2016).

  
  

• Negative workplace culture: It contributes to distrust and poor team cohesion, further increasing attrition (Harms et al., 2017).

Organizational Outcomes

• Inefficient decision-making: Micromanagers tend to centralize decisions, which slows processes and reduces organizational agility (Manzoni & Barsoux, 2002).

  
  

• Lower overall performance: Teams led by micromanagers often underperform because employees aren’t empowered to contribute their full skills (Amabile et al., 2004).

Are You a Micromanager or a Victim of Micromanagement?

The above bullet points are a synopsis of micromanaging. Poor management can occur in a hair salon, a high school, or a huge corporation you have just signed with. Here are a few scenarios to mull over:

1. The regional director insists on one monthly management meeting along with two weekly management calls. One monthly management meeting is enough.

2. You call your manager four to five times during your shift, fearing you may make an incorrect decision.

3. Your employer has installed cameras that zoom in on your phone to monitor your activity and listen to your conversations when they are not on site.

4. You are bombarded with toxic, cut-throat behavior where coworkers are willing to throw others under the bus to save their own jobs.

Free Discovery Call

If you’re ready to gain clarity and take control of your future, book a free discovery call with Coaching with Ms. D today to learn how to avoid micromanaging, develop coaching skills, and empower yourself to move into a better position.

Coaching with Ms. D offers both individual and package options of 30- and 60-minute Coaching Sessions, where you will be asked thought-provoking questions and learn strategies to build your life, advance your career, and strengthen your relationships. You will gain clarity, confidence, and be prepared with a personalized approach to achieve your goals.

I AM NOT A LICENSED THERAPIST OR PSYCHOLOGIST. COACHING SESSIONS ARE NOT A SUBSTITUTE FOR THERAPY OR MENTAL HEALTH COUNSELING. We focus on the present and future. I provide personalized support and strategies to help you achieve your career goals and self-evaluate your progress. Together, we work towards your ultimate success. Schedule your free consultation now!

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©Deirdre Haggerty 2025. ALL RIGHTS RESERVED. It is unlawful to reproduce this article or any part without the author’s prior written consent.

Key References for Further Reading:

1.     Amabile, T. M. (1996). Creativity in Context. Boulder, CO: Westview Press.

2.     Manzoni, J.-F., & Barsoux, J.-L. (2002). The Set-Up-to-Fail Syndrome. Harvard Business Review.

3.     Kelloway, E. K., Francis, L., Prosser, B., & Cameron, J. (2010). Workplace aggression, leadership, and well-being. Journal of Applied Psychology, 95(3), 453–461.

4.     Harms, P. D., Credé, M., Tynan, M., Leon, M., & Jeung, W. (2017). Leadership and stress: A meta-analytic review. The Leadership Quarterly, 28(1), 178–194.

5.     Kim, T.-Y., Hon, A. H. Y., & Crant, J. M. (2016). Proactive personality, employee creativity, and leadership. Journal of Applied Psychology, 91(6), 1423–1433.