Prosperous Micromanagement : A qualitative study of leadership behaviour in light performing retail stores

Abstract

In response to the negativity surrounding micromanagement, we aim to research and show that micromanagement is not a one-sided evil, as it is viewed in today’s literature. We will explore and compare three different high-performing cases and dwell deeper into their leadership behaviour. Despite their success we located several behaviours associated with micromanagement. Six different categories with coherent practices was identified: (1) rigorous attention to detail & external appearance, (2) meticulous planning, execution & follow-up, (3) strict financial & logistical control, (4) surveillance & testing, (5) comprehensive training and never-ending learning and (6) social modelling & caregiving. Moreover, by thoroughly excavating the term micromanager we have been able to add further substance to the term, exploring numerous uncharted territories revealing new unascertained discoveries regarding this bedevilled phenomenon. Where contemporary leadership theory has leapfrogged the advantageous sides of the term, we have reaped its prosperity fulfilling its inherent potential. We have showed that its latent abilities have to be buoyed by other factors to truly flourish, explicitly by social modelling and caregiving. Additionally, we have presented, compared and adduced similarities between micromanagement and other acclaimed theoretical terms. Divulging distinct coinciding facets amongst them exhibiting that the road from malpractice to prosperity is shorter than one might imagine.