Mohammad T Islam (BSc, MBA, MEd)

Leadership is widely recognised as one of the most crucial elements for organisational success. A leader’s ability to inspire and motivate others is central to cultivating a productive environment where individuals and teams can excel. Effective leadership is not limited to issuing directives; rather, it involves creating a shared sense of purpose, empowering team members, and fostering engagement. As Msuya (2025) notes, both empowerment leadership and transformational leadership directly impact employee motivation and organisational outcomes. By examining evidence from scholarly research, this article outlines key strategies that leaders can adopt to inspire and motivate others towards excellence. Lead by Example One of the most fundamental principles of leadership is to model the behaviour expected of others. Leaders who demonstrate integrity, accountability, and professionalism foster trust and credibility among their teams. Johnson and Brown (2019) emphasise that when leaders display consistency between words and actions, employees are more likely to align with organisational values. For example, in the hospitality sector, Hussain et al. (2025) found that supportive leadership—where managers embody the same standards they expect from staff—led to higher green innovative behaviours among employees. A practical example is seen in healthcare organisations, where nurse managers who demonstrate ethical decision-making and empathy inspire their staff to adopt patient-centred care practices (Dey & Biswas, 2025). Thus, leading by example is not merely symbolic but a mechanism that reinforces organisational culture and enhances employee commitment. Communicate a Compelling Vision A clear and inspiring vision provides direction and instils purpose in teams. According to Robinson (2017), leaders must articulate a compelling future state that motivates employees to contribute meaningfully. Najm and Hamed (2025) argue that creative leadership inspires employees by linking daily tasks with broader sustainability goals, enabling staff to see the long-term significance of their work. For instance, Elon Musk’s leadership at Tesla demonstrates the impact of vision communication. By framing Tesla’s mission as “accelerating the world’s transition to sustainable energy,” Musk mobilised employees beyond financial incentives, fostering intrinsic motivation to innovate. Similarly, Divya and Christopher (2025) highlight that transformational leaders effectively inspire employees during times of organisational change by aligning personal values with organisational objectives. Set Clear Expectations Ambiguity in roles and responsibilities can demotivate employees. Leaders must establish clear expectations regarding goals and performance standards. Thompson et al. (2020) stress that when employees understand what is expected of them, they feel more empowered and engaged. In a study of manufacturing companies, Nazay et al. (2025) found that transformational leadership, combined with structured performance expectations, improved employee productivity and reduced role conflict. Likewise, Aykan et al. (2025) demonstrated that leaders who provide structured guidance while encouraging creativity foster both discipline and innovation, striking a balance that motivates employees. Provide Meaningful Feedback Feedback serves as a critical motivational tool. According to Clark and Davies (2018), feedback must be specific, constructive, and timely to reinforce desired behaviours and address areas for improvement. Pandita et al. (2025) observed that benevolent leadership, characterised by constructive feedback and psychological safety, reduced workplace deviance and encouraged employees to express their ideas freely. In practice, companies such as Google implement continuous feedback loops through their performance review systems, which combine peer feedback and managerial guidance. This approach not only helps employees monitor their progress but also strengthens team cohesion. Foster a Positive Work Environment A supportive work environment is essential for sustained employee motivation. Garcia and Nguyen (2021) argue that inclusive and collaborative environments enhance job satisfaction and performance. Similarly, Idris et al. (2025) demonstrated that a positive organisational culture, when paired with transformational leadership, directly impacts employee commitment and motivation. The importance of psychological safety in fostering positivity cannot be overstated. Jameel et al. (2025) found that supportive leadership climates encouraged employees to engage in innovative work behaviour by reducing fear of failure. For example, in technology start-ups, open communication and tolerance of mistakes encourage experimentation, which drives innovation and growth. Offer Growth Opportunities Leaders who prioritise professional development are more likely to inspire long-term loyalty and performance. Miller and Cooper (2019) argue that offering mentorship, training, and stretch assignments is essential to employee motivation. Research by Modise (2025) shows that opportunities for learning and skill development in law enforcement organisations enhanced both professionalism and integrity. Modern organisations such as Microsoft have institutionalised this principle by providing internal mobility opportunities, where employees can explore different career paths, thereby fuelling both motivation and retention. Empower and Delegate Delegation fosters ownership and accountability. According to Baker and Taylor (2020), empowerment enables employees to innovate and take initiative, which enhances organisational agility. Nafis (2025) found that transformational leaders who delegate authority empower staff to contribute meaningfully, thereby improving engagement and performance. For instance, Spotify’s autonomous “squad” model demonstrates the value of empowerment. Teams are given authority to make product-related decisions, which fosters innovation and accountability. Recognise and Reward Achievements Recognition is a powerful motivator. Jones (2016) stresses that recognising achievements, whether through praise or tangible rewards, reinforces desired behaviours. Wang et al. (2025) argue that ethical leaders who celebrate achievements cultivate stronger employee engagement by reinforcing moral alignment with organisational goals. Examples can be seen in sales-driven industries, where employee-of-the-month programmes and performance-based incentives not only reward excellence but also inspire others to achieve higher standards. Encourage Collaboration and Teamwork Teamwork is vital in achieving collective goals. Turner and Green (2022) argue that collaboration enables diverse perspectives and creativity. Mphaluwa et al. (2025) demonstrate that leadership styles which foster collaboration enhance employee engagement and performance, particularly in SMEs where interdependence is high. An example is Agile project management, where leaders encourage team collaboration through daily stand-ups and cross-functional cooperation, creating an environment where every member feels accountable to the collective outcome. Lead with Passion and Enthusiasm Enthusiasm is contagious. Leaders who demonstrate genuine passion for their work motivate employees to adopt similar attitudes. Brown and Patel (2019) highlight that enthusiastic leaders instil resilience and optimism in their teams. Mitchell (2025) found that leaders who showed passion positively influenced job satisfaction and performance, even during challenging times. Consider Richard Branson’s leadership at … Read more

Leadership is often misconstrued as a product of positional power or charismatic dominance. However, contemporary research increasingly recognises that effective leadership is not defined solely by titles or grand gestures but by consistent, small behaviours that cultivate trust, resilience, and collaboration. The infographic by Dr. Chris Mullen (2023) aptly encapsulates this ethos by outlining “10 Tiny Habits of Great Leaders.” These habits, while seemingly minor, align with extensive literature in leadership theory and organisational behaviour, and together form the bedrock of impactful leadership. 1.0 Expressing Gratitude Consistently Saying “thank you” often—especially for everyday efforts—is a powerful yet underused tool in leadership. Research by Emmons and McCullough (2003) highlights that gratitude not only boosts individual well-being but also strengthens relationships and team cohesion. In organisational settings, regular expressions of appreciation have been shown to enhance employee engagement and motivation (Grant & Gino, 2010). 2.0 Listening with Full Attention Active listening, a key element of emotional intelligence, requires the leader’s undivided attention, free from distractions like mobile devices. Goleman (2006) emphasises that attentive listening fosters empathy and psychological safety—core elements of effective leadership. Kline (1999) further argues that giving someone full attention is an act of profound respect, often inspiring greater creativity and trust. 3.0 Admitting Mistakes Without Defensiveness Humble leadership has gained prominence in recent literature, particularly in the work of Owens and Hekman (2012), who describe humility as the acknowledgment of one’s limitations and mistakes. Leaders who admit when they’re wrong set a tone of honesty and continuous learning. This behaviour encourages a culture of accountability and reduces fear of failure within teams (Edmondson, 1999). 4.0 Asking Great Questions Effective leaders recognise that they do not have all the answers. Instead, they cultivate curiosity by asking insightful questions. According to Marquardt (2011), questioning is central to problem-solving and innovation. The Socratic method—asking questions to stimulate critical thinking—is a time-tested approach to developing deeper understanding and collaborative dialogue in leadership. 5.0 Checking in Emotionally, Not Just on Tasks Dr. Mullen’s notion of checking in with “How are you?” rather than “Did you finish it?” underscores the importance of emotional intelligence. As Goleman (1995) posits, leaders with high emotional intelligence are better equipped to manage stress, understand others, and navigate complex interpersonal dynamics. Regular emotional check-ins humanise leadership and strengthen team bonds (Barsade & O’Neill, 2014). 6.0 Staying Curious Longer Curiosity fuels innovation and adaptability—key competencies for 21st-century leaders. According to Kashdan and Fincham (2004), curiosity enhances openness to new experiences, which can be critical in managing uncertainty and complex challenges. When leaders remain curious, especially in uncomfortable conversations, they model psychological flexibility and tolerance for ambiguity. 7.0 Celebrating Others Publicly, Coaching Privately Public recognition enhances morale and reinforces positive behaviour (Nelson, 2003). However, effective leaders also understand the importance of addressing performance issues privately to preserve dignity and trust. This dual approach resonates with Blanchard and Johnson’s (1982) “One Minute Manager” philosophy—praising in public and correcting in private for optimal impact. 8.0 Following Through on Small Promises Consistency in actions builds credibility. Leaders who fulfil even minor commitments demonstrate reliability and integrity, reinforcing trust among team members. According to Kouzes and Posner (2012), credibility is the foundation of leadership, and actions must align with words. Small follow-throughs signal respect and professionalism. 9.0 Protecting the Energy of the Team In today’s high-demand work environments, emotional and psychological energy is a scarce resource. Leaders who act as buffers—shielding their teams from unnecessary stress or toxic influences—promote sustainable performance. Research by Boyatzis and McKee (2005) on “resonant leadership” shows that leaders who nurture positivity and shield teams from burnout create more resilient organisations. 10.0 Modelling Resilience During Difficult Times Perhaps the most profound habit in Dr. Mullen’s list is modelling resilience—not through hollow optimism, but through calm, steady presence. Leadership resilience is closely linked to adaptive capacity (Luthans, 2002) and is critical during crises. By demonstrating composure and perspective, leaders help teams navigate uncertainty with confidence. Theoretical Integration and Implications The habits presented by Dr. Mullen align closely with transformational and servant leadership theories. Transformational leaders, as defined by Bass and Avolio (1994), inspire and motivate followers through individual consideration and idealised influence—both of which are evident in behaviours like emotional check-ins, curiosity, and follow-through. Servant leadership, championed by Greenleaf (1977), further emphasises the leader’s role in serving others, fostering community, and enabling growth—reflected in habits such as celebrating others, asking questions, and listening attentively. Moreover, these habits are consistent with Schein’s (2010) concept of organisational culture formation through daily interactions. When leaders model these behaviours, they embed values of trust, empathy, and resilience into the culture, creating environments where people feel safe, valued, and empowered. Leadership is less about commanding authority and more about consistent, deliberate behaviour that builds trust, connection, and resilience. As Dr. Mullen (2023) illustrates, tiny habits—when practised with intention—have an outsized impact on team dynamics and organisational health. Grounded in emotional intelligence, humility, and attentiveness, these habits form the building blocks of enduring leadership. In a world often fixated on charisma and outcomes, it is these daily, sometimes invisible habits that define truly great leaders. Whether in boardrooms or classrooms, it is the quiet consistency of these actions that fosters trust, nurtures engagement, and drives sustainable success. Would you like me to also create a visual summary infographic highlighting the 10 habits as a quick reference tool for training or presentations?   References Barsade, S.G. & O’Neill, O.A. (2014) ‘What’s love got to do with it? A longitudinal study of the culture of companionate love and employee and client outcomes in a long-term care setting’, Administrative Science Quarterly, 59(4), pp. 551–598. Bass, B.M. & Avolio, B.J. (1994) Improving Organisational Effectiveness through Transformational Leadership. Thousand Oaks: Sage Publications. Blanchard, K. & Johnson, S. (1982) The One Minute Manager. New York: William Morrow. Boyatzis, R. & McKee, A. (2005) Resonant Leadership: Renewing Yourself and Connecting with Others Through Mindfulness, Hope and Compassion. Boston: Harvard Business School Press. Edmondson, A. (1999) ‘Psychological Safety and Learning Behaviour in Work Teams’, Administrative Science … Read more

In today’s ever-evolving business landscape, leadership is a decisive factor in determining whether organisations achieve success or fall into failure. Effective leadership acts as a catalyst for innovation, collaboration, and positive work culture, while toxic leadership undermines morale, reduces productivity, and increases turnover. This article contrasts toxic behaviours with effective approaches, drawing from textbooks, peer-reviewed journals, and credible sources to highlight the traits that differentiate damaging leadership from practices that sustain growth and long-term organisational performance. 1.0 Belittling vs. Inspiring Toxic leaders often belittle or humiliate team members, which erodes confidence and stifles innovation. This can take the form of sarcasm, ridicule, or public criticism, creating a culture of fear. Tepper (2000) found that abusive supervision directly reduces employee engagement and job satisfaction. By contrast, effective leaders inspire by offering constructive feedback and recognising contributions. Kouzes and Posner (2017) emphasise that inspirational leadership fosters trust, respect, and collaboration, enabling creativity to flourish. For example, leaders at Google adopt a coaching style, providing continuous feedback while encouraging autonomy, which enhances innovation. 2.0 Micromanagement vs. Empowering Autonomy Micromanagement is a hallmark of toxic leadership, where leaders attempt to control every detail. This communicates a lack of trust and reduces creativity (Bass, 1985). Employees often disengage when autonomy is stifled. Conversely, empowering leaders delegate responsibilities, enabling employees to own their work. Hackman and Oldham (1976) demonstrated that autonomy is central to motivation and performance. Empirical evidence by Spreitzer (1995) also links empowerment to higher job satisfaction and productivity. Companies like Spotify exemplify this by granting teams “squad autonomy,” which fosters both innovation and accountability. 3.0 Culture of Fear vs. Positive Culture Toxic leaders often enforce a culture of fear, where compliance replaces open communication. Ashkanasy and Nicholson (2003) show that fear-driven environments diminish creativity and promote defensiveness. Effective leaders, however, cultivate a positive culture. Schein (2010) argues that organisational culture directly influences performance. Leaders who promote trust, inclusivity, and mutual respect create resilient teams. For instance, Southwest Airlines has consistently linked its success to its people-focused culture, shaped by leaders who emphasise positivity and employee well-being. 4.0 Resistance to Change vs. Encouraging Innovation A resistance to change is common in toxic leadership. Leaders cling to the status quo, fearing that innovation may expose weaknesses. This rigidity undermines competitiveness (Kotter, 1996). In contrast, effective leaders embrace innovation as a driver of long-term growth. Tidd and Bessant (2018) stress that leaders must build an environment that encourages experimentation and learning. Companies like Apple, under Steve Jobs, exemplify leadership that championed radical innovation, keeping the organisation at the forefront of technology. 5.0 Taking Credit vs. Sharing Credit Toxic leaders frequently claim credit for their team’s achievements. This undermines trust and creates resentment (Northouse, 2018). In comparison, effective leaders share credit and highlight contributions. Locke and Latham (2002) argue that recognition reinforces positive behaviour and builds motivation. Cameron and Spreitzer (2012) found that leaders who celebrate team successes foster loyalty and engagement. For instance, Satya Nadella at Microsoft consistently recognises team contributions, reinforcing a culture of shared success. 6.0 Avoiding Accountability vs. Admitting Mistakes A toxic trait is avoiding accountability and shifting blame. This damages trust and fosters a culture of dishonesty (Kellerman, 2004). Effective leaders instead admit mistakes, modelling accountability. Edmondson (1999) showed that acknowledging errors increases psychological safety, encouraging employees to learn rather than fear failure. Avolio and Gardner (2005) define this as authentic leadership, characterised by transparency and integrity. For example, when Starbucks faced a racial bias incident in 2018, its CEO took public responsibility, committing to cultural sensitivity training—a move that reflected accountability. 7.0 Neglecting Transparency vs. Maintaining Open Communication Secrecy is another toxic behaviour, where leaders withhold information to retain power. This erodes team cohesion (Argyris, 1993). Effective leaders, however, prioritise open communication. Robbins and Judge (2018) highlight that effective communication is a cornerstone of leadership success. Daft (2015) also underscores that transparent communication fosters trust and shared goals. An example is Unilever’s Paul Polman, who used transparent communication to drive sustainability initiatives, engaging employees and stakeholders. 8.0 Personal Gain vs. Team Success Toxic leaders often prioritise personal advancement, ignoring team welfare (Kets de Vries, 2006). Such self-serving behaviour leads to disengagement and high turnover. Conversely, effective leaders focus on team success. Heifetz and Linsky (2002) argue that true leadership lies in mobilising people towards shared goals, even when challenges arise. For example, New Zealand Prime Minister Jacinda Ardern demonstrated this during the COVID-19 crisis by prioritising collective well-being over political gains, thereby building trust globally. 9.0 Disregarding Well-being vs. Promoting Work-Life Balance Toxic leaders neglect employee well-being, pushing for productivity at the expense of mental health. This results in burnout and high attrition (Maslach & Leiter, 2016). Effective leaders instead encourage work-life balance. Greenhaus and Beutell (1985) show that balance between personal and professional lives enhances job satisfaction. Progressive organisations like Salesforce offer wellness programmes and flexible work arrangements, which reduce burnout and promote sustainability. 10.0 Unclear Expectations vs. Visionary Leadership Toxic leaders provide unclear expectations, leading to confusion and shifting blame when goals are unmet (Bass & Riggio, 2006). Effective leaders communicate a clear vision aligned with organisational values. Kotter (2012) highlights that visionary leadership inspires commitment and motivates employees to strive toward common goals. A strong example is Elon Musk at Tesla, whose visionary approach towards sustainable energy has galvanised both employees and global stakeholders. Leadership has the power to either empower or damage. Toxic traits such as belittling, micromanagement, and avoidance of accountability create environments of fear and inefficiency. In contrast, effective leadership built on inspiration, empowerment, vision, and transparency drives innovation, collaboration, and sustainable success. As organisations face increasing complexity and uncertainty, the demand for visionary, accountable, and people-centred leaders has never been more critical. By avoiding toxic behaviours and adopting effective traits, leaders can foster environments that enable both employees and organisations to thrive. References Argyris, C. (1993) Knowledge for Action: A Guide to Overcoming Barriers to Organizational Change. San Francisco: Jossey-Bass. Ashkanasy, N.M. & Nicholson, G.J. (2003) ‘Climate of fear in organisational settings: Construct … Read more

Leadership in the 21st century is more complex than ever before, with the demands of rapid technological advancement, globalisation, and the unpredictability of the marketplace. Leaders today are required to be agile, adaptable, and equipped with a diverse set of skills to navigate the intricacies of modern business environments. The concept of “Leadership Agility” encapsulates this need, emphasising a leader’s ability to adapt quickly, think strategically, and foster an environment that supports continuous growth. This article explores the seven pillars of leadership agility, backed by scholarly insights and case examples. 1.0 Quick Thinking Mastery Quick thinking is often confused with impulsive decision-making. While hasty decisions can lead to reckless outcomes, swift thinking with insight is a critical leadership trait. In fast-paced environments, leaders must think on their feet, but this should be done with clarity and experience. As expressed by Mark Zuckerberg, “The biggest risk is not taking any risk. In a world that’s changing really quickly, the only strategy that is guaranteed to fail is not taking risks.” This sentiment aligns with the notion that leaders must embrace quick, informed decision-making (Zuckerberg, 2011). Facts: ● Speed with insight is crucial. ● Decision-making improves with experience. Academic Insight: According to Goleman (1998), emotional intelligence plays a critical role in fast decision-making. Leaders who understand their own emotions and the emotions of others can make quicker, more empathetic decisions. This is because emotionally intelligent leaders are less prone to panic under pressure. 2.0 Diverse Decision-Making The ability to make decisions that consider a variety of perspectives is vital in leadership. Diversity in decision-making not only brings different viewpoints but also fosters innovation. Malcolm Forbes aptly states, “Diversity is the art of thinking independently together.” This highlights that diverse viewpoints can lead to richer decision-making processes, allowing for more comprehensive solutions to problems (Forbes, 2005). Facts: ● Diversity drives innovation. ● Varied views help refine strategies. Supporting Evidence: A study by Page (2007) emphasises the “diversity trumps ability” theorem, where diverse groups often outperform homogenous groups of highly skilled individuals. This is because diversity fosters creativity and problem-solving by offering different perspectives. 3.0 Continuous Learning Approach Leaders who maintain a commitment to lifelong learning create an environment where growth is continuous. Bill Gates believes, “Your most unhappy customers are your greatest source of learning.” Leaders who embrace their mistakes and the feedback they receive from others, especially from failures, build a stronger learning culture within their organisations (Gates, 1999). Facts: ● Learning is ongoing and necessary. ● Every experience presents a learning opportunity. Theoretical Insight: Argyris and Schön (1978) define “double-loop learning” as essential for leaders. This concept stresses that leaders must not only learn from errors but also question the underlying assumptions that led to those errors. Leaders who apply double-loop learning demonstrate leadership agility by continuously adapting their thinking. 4.0 Collaborative Action Successful leaders understand the power of collaboration. As Steve Jobs once said, “Great things in business are never done by one person; they’re done by a team of people” (Jobs, 2005). Leadership agility means recognising that collective input from teams leads to more robust decision-making and better execution. Facts: ● Teamwork is essential for effective leadership. ● Leaders must encourage unity and collective vision. Research Evidence: Katzenbach and Smith (1993) in their research on high-performing teams, argue that collaborative leadership is vital for organisational success. Effective collaboration ensures that leaders can harness the diverse strengths of their teams to achieve common goals, an essential aspect of leadership agility. 5.0 Strategic Problem-Solving Strategic thinking enables leaders to foresee potential issues and develop actionable plans to address them. Leadership agility requires not just solving the immediate problem but thinking ahead to prevent future complications. As Mark Hunter said, “It’s not about having the right opportunities. It’s about handling opportunities right” (Hunter, 2012). Facts: ● Strategy is for all levels, not just executives. ● Leaders must be proactive in problem-solving. Academic Support: Mintzberg (1994) identifies strategic problem-solving as a core aspect of leadership. Leaders who think strategically are better prepared to handle uncertainties, allowing them to steer their organisations through periods of change and disruption with agility. 6.0 Emotional Intelligence in Leadership Emotional intelligence (EQ) is the cornerstone of effective leadership. Leaders who connect with their teams on an emotional level can inspire trust, loyalty, and higher performance. Daniel Goleman, a key proponent of EQ, remarks, “Leadership is not domination, but the art of persuading people to work towards a common goal” (Goleman, 1995). Facts: ● EQ helps resolve conflicts and improves team dynamics. ● Emotional intelligence balances decisions with empathy. Research Insight: Goleman’s (1995) research on emotional intelligence shows that emotionally intelligent leaders are more effective at managing teams, building stronger relationships, and creating a positive organisational culture. EQ in leadership leads to better decision-making because leaders are in tune with the emotional currents of their organisations. 7.0 Reflective Leadership Reflective leadership involves looking back at decisions and actions to refine future strategies. Tina Fey states, “In most cases, being a good boss means hiring talented people and then getting out of their way” (Fey, 2011). Reflective leaders learn from their experiences and understand when to intervene and when to step back. Facts: ● Reflection fosters growth and better decision-making. ● Success should always be reviewed for improvement. Supporting Literature: Schön (1983) defines reflective practice as a means of continuous learning. Leaders who reflect on their decisions and experiences are more adaptable and agile, constantly improving their approach to leadership. Leadership agility is a multifaceted concept that incorporates quick thinking, diverse decision-making, continuous learning, collaborative action, strategic problem-solving, emotional intelligence, and reflective leadership. Leaders today need to adopt these pillars to effectively navigate the complexities of modern business environments. By embracing these principles, leaders can foster innovative, dynamic, and adaptive organisations. References Argyris, C. and Schön, D.A.  (1978) Organizational Learning: A Theory of Action Perspective. Reading, Mass.: Addison-Wesley. Forbes, M. (2005) Diversity in Leadership. [Online]. Available at: https://examplewebsite.com/forbes-diversity. [Accessed on 20 September 2024]. Gates, B. (1999) Business @ the … Read more

Micromanagement is a management style characterised by a supervisor’s excessive oversight and control over their subordinates’ tasks and activities. While managers may believe this approach ensures high standards, it often produces the opposite effect—damaging employee morale, lowering productivity, and eroding trust within the team (Castillo, 2018). Defined by an obsessive focus on details, micromanagement tends to ignore the broader objectives and stifles creativity, innovation, and autonomy (Schuster, 2019). In today’s knowledge-driven economy, where collaboration, agility, and employee empowerment are key to success, micromanagement becomes a silent destroyer of team dynamics and organisational health. 1.0 Defining Micromanagement Micromanagement refers to a style where managers excessively monitor and control all aspects of their employees’ work. Unlike standard supervision, micromanagement entails frequent interventions, rigid instructions, and a refusal to delegate authority (Bergstrøm & Raknes, 2016). For example, a project manager in a tech company may insist on approving every line of code, leaving developers demotivated and slowing down project timelines. 2.0 Key Characteristics of Micromanagement 2.1 Excessive Control The defining hallmark of a micromanager is unrelenting control. Managers give detailed instructions and insist on being involved in every step of the process. This undermines employee confidence and makes them feel undervalued, often leading to dependence rather than initiative (Ndidi, Amah & Okocha, 2022). Example: In a marketing agency, when every client email must be pre-approved by a manager, employees lose confidence in their communication skills and avoid taking initiative. 2.2 Detailed Oversight Rather than focusing on outcomes, micromanagers monitor how things are done. This level of detail prevents employees from using their own judgement or solving problems independently. Such behaviour may be interpreted as a lack of trust, which impairs learning and professional growth (Kamarudin et al., 2023). 2.3 Lack of Trust Micromanagement is deeply rooted in managerial distrust. Employees are often second-guessed or corrected, even when their work is competent. This atmosphere erodes psychological safety, and research suggests that trust is a core driver of team cohesion and resilience (Caise & Tucker, 2024). 2.4 Inefficient Workflow Ironically, micromanagement slows down workflows. Employees may stall, waiting for approvals at every stage. This delay can create bottlenecks, reduce team agility, and waste managerial time (Sanaghan & Lohndorf, n.d.). 2.5 Communication Breakdown In micromanaged environments, top-down communication dominates. Team members often feel that speaking up will lead to criticism, not collaboration. This one-directional communication harms innovation, as ideas and feedback are rarely encouraged (Schuster, 2019). 3.0 Negative Impact of Micromanagement 3.1 Decreased Morale and Job Satisfaction Employees under constant scrutiny experience reduced job satisfaction. They feel disempowered, leading to low morale, stress, and even burnout (Ndidi, Amah & Okocha, 2022). Gallup (2023) data shows that employees who feel trusted are two times more likely to be engaged at work. Example: In a start-up, micromanagement by a founder led to high turnover, as creative staff felt stifled and unappreciated. 3.2 Suppressed Creativity and Innovation Employees are less likely to innovate when afraid of being corrected or overridden. They play it safe instead of experimenting with new solutions. Over time, this inhibits organisational growth and adaptability, which are critical in dynamic industries (Kamarudin et al., 2023). 3.3 Reduced Productivity and Efficiency Paradoxically, micromanagement leads to lower productivity. Rather than empowering staff to solve problems, managers become bottlenecks. Attention to minor details distracts from strategic priorities (Bergstrøm & Raknes, 2016). Example: A retail manager’s insistence on approving all shift swaps created scheduling conflicts and delayed operations. 3.4 Broken Team Dynamics Micromanagement leads to tension within teams. Trust among peers declines, and collaboration suffers. Employees compete for approval rather than working together. This creates a toxic culture, where cooperation is replaced by compliance (Sanaghan & Lohndorf, n.d.). 4.0 Why Managers Micromanage Understanding the psychology behind micromanagement is important. Often, managers believe they are ensuring quality, or they fear loss of control. New or insecure managers may micromanage due to a lack of leadership training (Castillo, 2018). Another common driver is organisational culture. In high-pressure environments with no tolerance for failure, managers may feel forced to closely control outcomes. Example: In financial services, risk-averse leadership may unintentionally encourage micromanagement as a “fail-safe” strategy. 5.0 Mitigating Micromanagement 5.1 Build a Culture of Trust Trust is the foundation of effective leadership. Leaders should focus on delegating tasks and offering support, not control. Trust builds engagement and accountability. Managers must accept that mistakes are part of growth (Caise & Tucker, 2024). 5.2 Promote Autonomy and Ownership Allowing employees to own their tasks fosters motivation and responsibility. Managers can use SMART goals (Specific, Measurable, Achievable, Relevant, Time-bound) to provide direction while offering freedom in execution (Castillo, 2018). Example: A design team allowed to choose their tools and timelines produced more creative solutions, boosting client satisfaction. 5.3 Encourage Two-Way Communication Create open channels for dialogue. Let employees give feedback on management styles and decision-making processes. 360-degree reviews can help managers understand how their behaviour affects the team (Schuster, 2019). 5.4 Leadership Development and Training Organisations should invest in training that teaches coaching, delegation, and emotional intelligence. Encouraging leaders to shift from command-and-control to guide-and-support styles creates a healthier workplace. Micromanagement, while often well-intentioned, is a destructive leadership style. It diminishes employee morale, restricts innovation, and degrades team performance. In an age where adaptability, trust, and collaboration define organisational success, micromanagement has no place. By fostering autonomy, building trust, and maintaining open communication, managers can evolve into empowering leaders who inspire rather than control. References Bergstrøm, P. and Raknes, L.P. (2016) Prosperous Micromanagement: A Qualitative Study of Leadership Behaviour in High Performing Retail Stores. [Online]. Available at: https://biopen.bi.no/bi-xmlui/bitstream/handle/11250/2445390/MSc0822016.pdf [Accessed 13 Sept 2024]. Caise, T. and Tucker, J. (2024) ‘Exploring the Impact of Micromanagement Leadership in Remote Work Environments.’ Business Management Review Archives, [Online]. Available at: https://bmrajournal.columbiasouthern.edu/index.php/bmra/article/download/6703/5675 [Accessed 13 Sept 2024]. Castillo, G. (2018) ‘Micromanagement Behaviour: A Qualitative Empirical Phenomenological Study.’ International Journal of Creative Research Thoughts. [Online]. Available at: https://www.academia.edu/download/56389492/MICROMANAGEMENT_BEHAVIOR_A_QUALITATIVE_EMPIRICAL_PHENOMENOLOGICAL_STUDY.pdf [Accessed 13 Sept 2024]. Gallup (2023) State of the Global Workplace Report. Available at: https://www.gallup.com/workplace [Accessed 13 Sept 2024]. Kamarudin, N., Nizam, N.Z., Mat Sani, … Read more

Leadership derailers are behaviours, traits, or tendencies that have the potential to disrupt or hinder a leader’s effectiveness and career progression (Smith, 2017). While leadership skills are crucial for driving organisations towards success, certain characteristics or habits can act as derailers, limiting a leader’s ability to inspire, manage, and develop their team effectively. These derailers may not be immediately obvious but can accumulate over time, undermining credibility, damaging relationships, and eventually stalling career progression. Recognising and addressing these derailers is essential for leaders aiming to maintain and enhance their leadership effectiveness. 1.0 Poor Communication Skills Effective communication is at the heart of successful leadership. Leaders who fail to communicate clearly and concisely may struggle to convey their vision, expectations, or feedback, resulting in confusion and disengagement. Poor communication can lead to misunderstandings, missed opportunities, and conflicts. According to Jones (2018), leaders must adjust communication style depending on the audience. The inability to do so can create a disconnect that impairs organisational performance. 2.0 Lack of Emotional Intelligence Emotional intelligence (EQ) is the ability to understand and manage one’s own emotions and those of others. Leaders with low EQ often struggle with interpersonal relationships, conflict management, and may make impulsive or emotionally-driven decisions. Brown (2019) argues that EQ is crucial for fostering a positive work environment. Leaders who are self-aware and empathetic build trust, resolve conflicts, and inspire loyalty. Without these qualities, influence and motivation diminish. 3.0 Micromanagement Micromanagement is one of the most commonly cited leadership derailers. Leaders who excessively micromanage undermine trust, stifle creativity, and diminish morale. Roberts (2020) notes that micromanagers struggle to relinquish control and often don’t trust team capabilities. This leads to demotivation, decision bottlenecks, and limited autonomy, ultimately slowing progress. 4.0 Resistance to Change In a constantly evolving business landscape, resistance to change puts leaders at a disadvantage. Adaptability is a crucial trait. Taylor (2021) argues that resistance stems from fear of the unknown or attachment to old processes. Leaders who resist change may hinder innovation and competitiveness. Flexibility and openness to new ideas are essential for growth and long-term success. 5.0 Inability to Delegate Effective delegation maximises a leader’s time and enables strategic focus. Leaders who don’t delegate often feel overwhelmed, limiting their ability to plan. White (2022) notes that this not only overburdens the leader but also prevents skill development in their team. Delegation empowers, builds trust, and allows a focus on higher-level responsibilities. 6.0 Inconsistent Leadership Inconsistency in behaviour or decision-making leads to confusion, distrust, and instability. Clark (2016) observes that unpredictable changes in priorities, standards, or expectations can demoralise and hinder productivity. Consistency builds trust and creates a stable work environment. Inconsistent leadership erodes cohesion and leads to a lack of direction. 7.0 Lack of Integrity Integrity is a critical leadership trait. Leaders lacking integrity—those who engage in unethical behaviour, dishonesty, or favouritism—risk damaging reputations and losing trust. Harris (2019) emphasises that once integrity is compromised, it is difficult to regain respect and confidence. Trust is foundational; without it, leaders face challenges in building loyalty and long-term relationships. 8.0 Inflexibility Rigidity in leadership hampers the ability to adapt, problem-solve, and collaborate. Miller (2020) argues that flexibility is key to innovation and progress. Inflexible leaders often miss opportunities and resist change, which can stagnate organisational development and block improvement. 9.0 Poor Time Management Poor time management leads to overwhelm, missed deadlines, and stress. Davies (2018) asserts that effective time management supports work-life balance and helps leaders fulfil obligations without burnout. Leaders who cannot prioritise or manage time risk undermining both personal and organisational goals. 10.0 Failure to Develop Others Leadership involves nurturing talent and developing teams. Leaders who neglect employee development hinder both individual and organisational growth. Wilson (2023) highlights the leader’s role in mentoring, coaching, and providing resources. Neglecting this duty leads to stagnation, low motivation, and a lack of growth opportunities. Identifying and addressing leadership derailers is essential for maximising leadership effectiveness and fostering a positive organisational culture. Leaders who recognise weaknesses and work to improve build stronger relationships and achieve long-term success (Smith, 2017). Tackling these derailers helps create a workplace of trust, collaboration, and continuous growth—benefitting both leaders and organisations. References Brown, A. (2019) Emotional intelligence in leadership. London: HarperCollins. Clark, R. (2016) Consistency in leadership: A guide for managers. Oxford: Oxford University Press. Davies, E. (2018) Time management strategies for leaders. Manchester: Manchester University Press. Harris, L. (2019) Building trust in leadership. Edinburgh: Edinburgh University Press. Jones, D. (2018) Effective communication skills for leaders. Cambridge: Cambridge University Press. Miller, J. (2020) Flexibility in leadership: Adapting to change. Bristol: Bristol University Press. Roberts, E. (2020) Overcoming micromanagement: A practical guide. London: Routledge. Smith, P. (2017) Leadership derailers: Understanding and overcoming obstacles to success. New York: McGraw-Hill. Taylor, M. (2021) Embracing change: Strategies for leaders. Sydney: Sydney University Press. White, S. (2022) Delegation and leadership: Empowering your team. Melbourne: Melbourne University Publishing. Wilson, T. (2023) Developing others: A guide for leaders. Perth: Perth University Press.