Micromanagement: Management and Leadership Style

Micromanagement
Submitted by
Thomas Krell

Prepared for
MNGT 5000

Table of Contents
Abstract…………………………………………………………………………………………3
Introduction…………………………………………………………………………………….4
The Directing Leadership Style………………………………………………………………...4
Micromanagement and the Directing Leadership Style………………………………………..6
Reasons for Micromanagement…………………………………………………………………6
Alternative Leadership Styles…………………………………………………………………..7
The Participative Leadership Style……………………………………………………………..8
The Delegating Leadership Style……………………………………………………………….9
The Transformational Leadership Style…………………………………………………………9
The Transactional Leadership Style……………………………………………………………10
Mitigating Micromanagement………………………………………………………………….11
Conclusion……………………………………………………………………………………...13
References………………………………………………………………………………………14
Annex One..…………………………………………………………………………………….15

Abstract
Management styles and techniques vary between professionals and managers reciprocate many idiosyncrasies to their subordinates on a daily basis that indicate what level of control he or she is willing to relinquish in order to accomplish organizational goals. Every management style has its time and place. However, the micromanager who uses the directing leadership style faces the most problems. This forum is an attempt to explore leadership/management styles to include the directing, participating, delegating, transformational and transactional leadership styles. A comparison of management techniques is necessary in order to establish a base of knowledge about all five with the end state being to find a definitive solution to when each management technique is appropriate. The focus of the paper is to link micromanagement to the directing leadership style. Then conclude that to negate the micromanagement style of leadership, proper planning, realistic strategies and applying appropriate control techniques are critical to secure a successful relationship with your subordinates which leads to

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