| dc.description.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. | |
