The Psychology Of Micromanaging

"Micromanagement" a term that evokes frustration and annoyance in the workplace, is a management style characterized by excessive control, close supervision, and an inclination to scrutinize every detail of an employee's work. Anyone who has worked with a micromanager will understand that these kinds of people have a tendency to be the worst during work.

While it is widely regarded as a detrimental means to both employees and organizations, there are still a considerable amount of people who still practice it at their workplace. Why is that? Perhaps understanding the psychology behind micromanagement can shed light on why some people opt to use it as a management strategy. So in this article, let's dive into the psychological of micromanagement, and see why people would resort to this hated approach.

The Need For Control

One of the fundamental psychological drivers behind micromanagement is the human need for control. According to Self-Determination Theory (Deci & Ryan, 1985), people have an innate desire to feel in control of their lives and decisions because it gives them meaning and a sense of value. When applied to the workplace, this desire for control can manifest in managers who feel the need to closely monitor and direct their subordinates' tasks. 

This behavior may be driven by a fear of losing control over the team's performance, especially in stressful situations where the level of competence and trustworthiness among their employees is questionable. In cases such as these, managers who believe that they are the most competent would practice micromanagement to ensure that their vision and standards are meticulously followed.

Leslie Knope from Parks and Recreation is someone who embodies this aspect of micromanagement perfectly because she is so dedicated to her job and her town that she tries to control every aspect of projects and initiatives. She overwhelms her colleagues with her micromanagement, because of the fact everyone in her town is either too incompetent or too apathetic to their work, which makes her neurotic micromanagement understandable.

Meanwhile on the other end of the spectrum, micromanagers such as Malory Archer from Archer and Gustavo Fring from Breaking Bad are clear examples of someone who would exert this style of management when they feel that their authority or expertise is being challenged by their subordinates. 

Every time that their subordinates go off against their orders, whether if its Archer improvising on missions or Walt and Jesse purposefully getting involved with rival gangs, both Malory and Gus resort to micromanagement in order to reassert their dominance and maintain a sense of control.

Fear Of Failure

The fear of failure is another potent psychological factor that can contribute to micromanagement. Managers who are overly concerned about the outcomes of their team's work may engage in micromanagement as a defense mechanism against potential mistakes. O. H. Mowrer's Two Factor Theory suggests that obsessional fears were acquired by classical conditioning and maintained via negative conditioning. Meaning that if someone have negative experiences as a manager then they will go to great lengths to avoid situations that trigger that fear.

Taking that context into the workplace, this fear can lead managers to intervene excessively, believing that their constant oversight will prevent costly errors and setbacks. The Office does a great job at showcasing how this looks like because ever since Michael Scott's departure from Dunder Mifflin, every single one of his replacements subjected the entire staff to their own forms of micromanagement in order to show corporate that they are capable of the position. 

However as seen in the show, their disconnect to their staff and the anxiety associated with their fear of failure led them all to their eventual departure. While Michael Scott had his own fair share of moments where he micromanaged his staff, he understood that when managers excessively intervene their employees work, they may feel disempowered and unable to develop their problem-solving skills. 

Insecurity 

One of the many cornerstones of micromanagement, insecurity can play a huge role in due to the stress of the job responsibilities and can even lead to the development of imposter syndrome. Imposter Syndrome is a psychological phenomenon coined by Pauline R. Clance and Suzanne A. Imes in 1978, and it is classified as an internal experience where people doubt their own abilities and fear being exposed as frauds.

Managers who suffer from imposter syndrome may overcompensate by closely monitoring their employees to ensure that the work meets their perceived standards. This behavior stems from a fear of being judged as inadequate, and micromanagement serves as a way to validate their own competence by exerting a show of responsibility.

A great example is Louis Litt from the 2011 legal drama Suits, he exhibits all the typical behaviors we see in someone who experiences imposter syndrome, especially when he lets his insecurities get the better of him. As a result of his failures, he has a tendency to spiral into a micromanagement mindset and makes every associate under his supervision feel stressed and makes them work twice as hard to gain the validation from his superiors.

While managers like Louis may constantly seek validation through close supervision and control over their subordinates' work. They all possess an underlying fear is that if they do not exert such control, their true inadequacies might be revealed. Consequently, imposter syndrome can contribute to a persistent cycle of micromanagement as managers continuously seek to mask their perceived shortcomings. 

How Do I Know If I Am A Micromanager?

Micromanagement is rooted in various psychological factors such as the human need for control and the fear of failure. It is a counterproductive management style that can have detrimental effects on employees and organizations. 

While micromanagement is an issue that is deeply rooted in psychological theories, understanding the drivers behind it can potentially cause workplaces to address any productivity issues and foster a culture of trust, autonomy, and competence. However, not all workplaces are going to be the same, so it is important to properly communicate your concerns to your manager and if they aren't willing to listen, then it is probably best to find a new job that will. 

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