The micromanager is the manager who must personally make every decision, take a lead role in the performance of every significant task and, in extreme cases, dictate every small step the workers take. To many employees the micromanager is, in modern parlance, a control freak. The micromanager hovers over people who are trying to get their work done and rarely, if ever, seriously considers their ideas and opinions. The only "original" thinking the micromanager recognizes is his or her own.
Most micromanagers don't think of themselves as micromanagers. Rather, they usually believe they're practicing good management while taking essential management practices to extremes. This interferes with employees' ability to do their jobs properly while creating undue stress for them.
A need for control that stems from insecurity is often the reason behind this behavior. A lack of confidence, workplace instability and pressure to produce–both individually and as a team. Deep-seated psychological issues and problems at home can also influence the way people behave at work. Many of us have the propensity to be a micromanger, but some of us rein it in better than others.
• The micromanager is almost always under pressure to produce.
• Often micromanagers are oblivious to the effect they are having on other people. They actually think all their micromanaging is producing a better work product.
The micromanager delegates nothing of consequence, thus depriving employees of opportunity for growth. The micromanagement style creates "yes men" or "yes women," as employees discover it's easiest and safest to go along with the manager.