Exploring the Impact of Micromanagement Leadership in Remote Work Environments

Abstract

A qualitative inquiry technique was used to explore approaches to reduce micromanagement behaviors of leaders of remote employees in the U.S. accounting industry. The virtual micromanagement model served as the framework for this research study and included the key business concepts of self-awareness to increase operational efficiency. The business problem addressed was that leaders who exercise the micromanagement leadership approach cause high employee turnover and decreased productivity. Data was collected via Zoom interviews, then transcribed and reviewed for accuracy. Thematic analysis using inductive coding was used to analyze the data; 42 codes were aggregated into 10 categories and then grouped into 4 themes before producing a final report that addressed the research question. The research study participants were 18-65 years of age and employed full-time in an entry-level, lead, senior, or manager role within the accounting industry in the United States. The importance of reducing micromanagement behaviors was affirmed by participants as a critical element when working in a remote environment. The findings from the data analysis indicate that management teams operating within the U.S. accounting industry need organizational support through training initiatives to lead people to reduce negative behaviors from micromanaging their teams. Future consideration should be given to staying abreast of technology changes and network requirements to support remote employees effectively.