How micromanagement affects organizational leadership and team cohesion

Micromanagement Leadership
The purpose of this essay is to assess the important aspects of the organization leadership specifically with subtle regard to micromanagement, and how such kind of leadership style informs the outcome of goals and aims of the organization.
Most definitions of leadership tend to focus on the personal traits and characteristics of various individuals charged with responsibility. One of the definitions is that; leadership is an attempt to influence the action taken by others through persuasive communication process and such action should be towards the attainment of some goals. This definition presupposes that leaders have a role to hold sway in a team or a group and as such can use that influence to get their team members to so some deliberate action towards the attainment of some goals.
Finally, leadership is an interpersonal influence, exercised in a situation, and directed, through the group communication process, towards the attainment of some prescribed goal or goals. Organization leadership is not about a person or the position the person occupies. It incorporates the moral relationship between the leader and the led. Leadership is based and built on trust, responsibility, commitment, and common vision and dreams of the common good. The purpose of the leader is thus to stand out as a person who can showcase admirable attributes that attract group members to his course of action. He should successfully mobilize his human collaborators to follow through a course of action to a particular end. The leader should also possess the ability to give his team members the necessary morale for their maximum performance in accomplishing any task, objectives or project.
It's important to make the distinction between leadership and management. Management involves the planning of the goals of an organization, putting in the qualified staff, organizing them into different departments and closely supervising them to ensure that the right things are done. Successful leadership, on the other hand, requires more than management of plans and staff in the organization. Leadership is somewhat inherent. It looks into the future and often sets directions anew for the organization. The success of leadership involves the marshaling of all possible tools of success, the human resource, bringing people together to execute some action with great enthusiasm and own the results. When the team or the group faces turbulence or uncertain environment, it demands a strong sense of direction that can only be provided through leadership. On the other hand, when an organization is faced with internal operational strife, the only solution to provide is strong management skills.
Team cohesion is a very important integral part of leadership. Cohesiveness is the possibility of the team members to stick together and remain united in the event of pursuing the destined goals. A team can be adjudged to be cohesive when the members have shared values that bring them together making them form bonds linking them with each other and the team as a whole.
The cohesiveness of the team is very paramount to the attainment of the goals of the organization because whenever the team disintegrates the teams are denied of the important and valuable contribution of members. The characteristics of the most cohesive teams focus on the process of doing things and not the person doing them, they have respect for each person in the team, fully abide by the team decision and strategies thus creating accountability amongst themselves. There is great member communication with each other and thus the morale is boosted. The decision legitimacy from members is enhanced because they own the process and feel part and parcel of different decisions.
It is a conventional point that successful leadership is always enhanced with more cohesive teams. More cohesive teams are greatly committed to the goals and activities of the organization. They draw their strength to work harder when the team succeeds and feel part of something significant and admirable. This all increases the self-esteem of the group and in turn, increases loyalty and performance.
Micromanagement is narrowing down into observing every activity of the employee by the employer. This makes them feel that they often being watched. Some of the notable characteristics of micromanagement are that the employee is extra contemplating what the employer could be doing to find out what he is doing. The employer is often obsessed with planning minor derails and tracking the time employees are engaged at work or when they are found out of the workstation.
Often there is key personnel that is made to watch other employees, they plan and observe close execution of the task in the organization. This kind of conduct can be of detriment to the organization goals and vision. When the employees are driven to feel that they are excessively watched and supervised, their performance level goes down (DeCaro et al.2011). This is in tandem with the natural inclination of any human being. People in a work setting would love to be allowed to express their talent and skills in a freely engaging environment. Constant supervision and monitoring makes the employees nervous and not ready to venture into new fields which can prove to be revolutionary to the duties and roles in the organization. Close monitoring deprives the employee of the ability to make mistakes in the process of doing his duties and thus no new lessons are learned at work. They would rather stick to the already prescribed way of doing things as demanded of them by the managers.
There is a distinction between micromanagement and ordinary supervision. In any work setting, supervision is necessary to ensure that work is executed according to the best standards possible. It allows the employers to also assess the employers in a move to boost their esteem by giving rewards, thus encouraging healthy competition in the team. Micromanagement is a phenomenon observed when the managers do not have a clear demarcation of their roles or if they do not appreciate such roles altogether. The employees too are operating under a unit in disarray. They do not know the boundaries of their duties and the extent they should go to achieve the task given to them. This creates a blurred separation on what basis they will be judged to have performed well due to lack of guidance.
Micromanagers are economic on time; they stringently follow the principle of time, creating tight deadlines for meeting targets and putting forwards highly demanding to be provided with irrelevant information on the work accomplished. They thus siphon a lot of energy from their employees are leaving them without the desire to put more effort to improve their work. Micromanagers do not trust their juniors. The micromanager is obsessed with perfection that he will fail to recognize the important traits of the employee. Whenever they are away the thought of the employee not executing duties according to his expectation motivates him to make a closer look at the work done by his employees.
Generally, micromanagers lack confidence in the skills and knowledge of their employees. Work is always viewed as too technical and requiring special intervention which may not be possessed by his employees. Employees on realizing this feel valueless and demoralized, they thus cannot work to their best. The employees lack the collective goal and vision because each feel witch hunted, they lack the common between them. Cohesion becomes valueless and organization development is greatly hindered.
Micromanagers have however tried to justify this form of leadership. It may take place in several instances, for example, in seeking first-hand answers the board of managers may interfere directly with the work of different employees in order to enforce management decision and measures. However, it's important for the board to keep the development of the organization in mind and above all the cohesion of its employees. To mitigate the negative effects that might come out of this exercise, the board must conduct regular proper communication with its employees, detailing out their intentions and assuring them of their support and trust. The board must also create standards of performance to ensure none is unfairly targeted in the process, accountability is important to the entire organization.
Micromanagement is fertile where there is extreme attention to detail and making employees recognize that there is a monitoring authority who is closely watching. It's unfavorable because it has negative effects on the productivity of the employees. The most important principle in organization cohesion and achievement of organization development is the concept of employees' engagement in the integral structure of the organization. Employee engagement put much emphasis on the need for a balanced relation between staff and their roles and duties. The result of micromanagement is disconnecting the employee from their duties. There is a direct inference that the disengagement is caused by the micromanagement tendencies. Furthermore, work that does not pose challenges and fair need for critical thinking often leads to disengagement from the organization development and cohesion with the team in which one exists. The employee finally lacks the commitment needed to achieve organization goals and development. They have further torn apart because they do not have anything to hold them together as a cohesive team.
Micromanagers often put plans of unimportant details to be achieved in the last minutes and follow it up with demands to get reports frequently. This burdens the employee creating pressure in the organization. Further, the superiors do not provide the necessary support making more difficult for the employees to build a more rewarding relationship in the workplace. Pressure is piled on the employees by the micromanagers because of the nature of how they are required to do their job. The employee feels demotivated and stressed when their superiors this form of leadership. Stress is a great hindrance to achieving organizational goals. Most of the employees will be spending quite a huge amount of resources to treat stress-related disorders. Time which could have been spent building the organization is also lost catering to employee health matters.
Employees can also develop deviant behaviors due to micromanagement. Workers start to be identified with their lack of concern their workplace and developing a strained relationship with fellow colleagues. The employees start having tendencies of absconding duty without proper reason. They are often engaging in counterproductive roles. This sort of deviant behaviors compromises the development of the organization.
In conclusion, for the cohesion and success of the organization, it’s important for the employer to understand and tackle the consequences of micromanagement or adopt a more friendly management method altogether. Employees can also avoid falling victims of this form of management by depleting the need for its adoption by executing duties as required by the set standards with little or no fault at all. The role of managers will thus be reduced. Managers must also be very cautious and know the extent to which they can adopt micromanagement to avoid hindering the achievement of organization goals. They should note how much supervision an employee can handle and provide necessary support for good performance.

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