Micromanagement is something I’m sure we’ve all experienced in the workplace, but with autonomy increasingly rated as the most desirable aspect of working life, it is one that is not a welcome presence in our workplaces.

It’s tempting to think of micromanagers as power hungry control freaks who are loathe to let go, but the reality is often a bit more nuanced than that.

Just as helicopter parenting is often born out of an insecurity in ones abilities as a parent, the micromanaging boss is often one who is unsure about their power within the organization.  At least, that’s the finding of a recent study into the topic.

“We argue that, holding structural power constant, individuals who feel powerful are more willing to share their decision making authority with others,” the authors say. “In contrast, individuals who feel relatively powerless are more likely to consolidate decision making authority and maintain primary control.”

All about control

It goes without saying that to relent from micromanaging requires one to relinquish control.  Whilst this seems a fairly straightforward thing to do, for many it’s actually very hard.  The team hypothesized that power, or at least perceptions of it, might play a significant role in our willingness to give up the reins.

“For example, a top executive may feel powerless to effect culture change within her organization, whereas an entry-level employee may feel powerful due to her ability to influence others in her workgroup,” they say. “Regardless of one’s formal position, feeling powerful is associated with a range of important outcomes, including taking action, pursuing one’s own goals, and expressing true feelings.”

As the experiment unfolded, it emerged that when people felt powerful, they were much more comfortable delegating tasks and decisions to others.  When people felt less powerful, they tended to horde these to themselves.

This was then tested further in a second experiment, where again, those who were induced into feeling powerful were more likely to share their authority with subordinates than those cajoled into thinking of themselves as powerless.

“Consistent with our prediction, a significant difference between the two psychological power conditions emerged,” the authors conclude. “Individuals in structural positions of power who felt powerless desired to keep tighter control of decision making authority within their organization.”

So, if you want to ensure your managers don’t succumb to micro-management, you better ensure they feel confident in their power and authority.