Aug

Transformational Leadership Traits: Don’t Micromanage

The Transformational Leader Avoids Micromanaging

Effective delegation depends on the leader’s ability to fully empower the success of the delegated task by not micromanaging the person or the process delegated.

The musical conductor hires the best oboe player for the orchestra. It would be foolish to then tell the oboe player how to play the oboe. This may sound silly, however, many leaders do the equivalent in a business setting.

Leaders create results.

The negative effects of micromanaging are numerous. Here are some to be aware of:

You don’t really get anything off your plate
The person micromanaged is minimized in the following ways:
- Insecurity
- Doubt
- Fear
- Lack of motivation
The leader who micromanaged is:
- Insecure
- Controlling
- Judgmental
- Unclear
The impact on the organization’s culture is:
- Apathy
- Confusion
- Frustration
- Resentment

This post is not intended to be a full treatment on micromanagement. This is, however, a data point for the leader working on self.

Note to self: Don’t micromanage. Learn to observe what’s happening and establish a culture of higher functioning. Start with yourself.

Here’s an article on a site called Mind Tools about micromanaging: http://bit.ly/OrMMDp

Hugh Ballou
The Transformational Leadership Strategist

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Tags: anxiety, building leaders, charismatic authority, Conflict in the Workplace, leader developing, team conflict, Transformational Leadership

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Lloyd Tosoff

In order to delegate, those being delegated to need to possess competence. It’s nice to think that all those assembled on a team are of exceptional competency but it is never the case in the real world. True transformational leadership goes beyond delegation and any other objective competencies a leader may possess. The right brain’s emotional processing within a conscious leader inspires the self organizing potential of a team to work in a sense of common interest that in of itself is transformational. Like many labels transformational leadership has become a meaningless buzzword. Transforming cultures is a function of interrupting the procedural learning system within the organization. (the collective attractor patterns) Very few leaders understand let alone are capable of doing so unless they are both skilled and caring individuals who have done the reading and self reflective work to truly understand the neurodynamics of change within the brain. The first step is understanding the power of a regulated nervous system to provide a template for those around him or her to be stimulated up and through their Insecurity, Doubt and Fear without even knowing it.