By: Dr. Stephanie Diana Eubank DBA

After discussing with a leadership council and mentor, it came to my attention that micromanagement is widely viewed as toxic behavior in modern organizations. Excessive oversight can erode trust, hinder innovation, and demotivate employees (Wheeler & Ahmad, 2024; Baylor University, 2023). However, small doses of micromanagement—when used deliberately—can sharpen performance, support development, and build accountability. The key lies in using this tool judiciously, paired with transparency and autonomy.

Why Micromanagement Gets a Bad Rap

Micromanagement is often described as intrusive supervision that signals distrust. Wheeler and Ahmad (2024) warn that such behavior can suffocate creativity and crush morale. Baylor University’s HR team notes micromanagement undermines employee development and hurts morale (2023). Excessive micromanagement correlates with lower job satisfaction, reduced engagement, and greater turnover (Jesus et al., 2025). Yet, recent evidence shows that a contextual approach, tailoring oversight to individuals and situations, can be effective and empowering.

The Case for Strategic Micromanagement

A systematic review in the Asian Journal of Economics, Business and Accounting (Ejusa Jr., 2025) confirms that micromanagement generally undermines well-being and performance. However, in high-stakes, process-intensive environments or when managers are dealing with new or inexperienced staff, targeted guidance can enhance clarity, reduce anxiety, and build competence. Elliott (2025) advocates for the micro vs. macro management sweet spot—a balanced approach that combines oversight with autonomy.

Guidance for Using Micromanagement Well

Here are research-backed tips to use micromanagement effectively while maintaining trust and autonomy:

• Define roles and expectations clearly. Avoid ambiguity by co-creating agreement on deliverables, standards, and timelines (Baylor University, 2023).
• Apply micromanagement selectively. Use intensive supervision only when tasks are new or high-risk (Ejusa Jr., 2025).
• Time-box oversight. Agree on a finite period for close check-ins—daily at first, then weekly. Once performance is solid, shift to milestone-based updates.
• Focus on outcomes, not process. Respect employees’ methods and avoid dictating every step (Wheeler & Ahmad, 2024).
• Provide supportive feedback. Frame interventions helpfully: ‘What support do you need?’ instead of policing flaws.
• Transition proactively. When an employee meets expectations, acknowledge growth and step back (Elliott, 2025).
• Solicit feedback regularly. Invite open dialogue to ensure oversight is helpful, not excessive.
• Tailor your approach. Adapt based on experience level and context (Jesus et al., 2025).

Conclusion

Finding the sweet spot between oversight and autonomy boosts trust, engagement, and performance. Micromanagement—used sparingly and intelligently—can complement autonomy, not undermine it.

References

Baylor University. (2023, November 28). The power of trust and avoiding micromanagement. Baylor University Human Resources. https://hr.web.baylor.edu/news/story/2023/power-trust-and-avoiding-micromanagement

Elliott, M. S. (2025, May 7; updated December 11, 2025). Leadership: Micro vs. macro management – Finding the balance. Rhizome.ca. https://www.markselliott.com/2025/05/leadership-micro-vs-macro-management.html

Ejusa Jr., A. P. (2025). The influence of micromanagement on employee performance and well-being: A systematic literature review. Asian Journal of Economics, Business and Accounting, 25(7). https://journalajeba.com/index.php/AJEBA/article/view/1891

Jesus, J. B., Tenedero, M. A. I., Solis, E. C., Gemodo, K. G., Amen, A. C. V., & Loberanes, M. V. (2025). Toxic micromanagement in the workplace: Its impact on employee productivity, trust, and innovation. Psychology and Education: A Multidisciplinary Journal, 46(1), 38–47. https://scimatic.org/storage/journals/11/pdfs/6270.pdf

Wheeler, M. A., & Ahmad, S. (2024, June 25). The dark side of leadership: Introducing the micromanager. Psychology Today. https://www.psychologytoday.com/us/blog/ethically-speaking/202406/the-dark-side-of-leadership-introducing-the-micromanager

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