Home⇛Psychology and Education: A Multidisciplinary Journal⇛vol. 46 no. 1 (2025)

Toxic Micromanagement in the Workplace: Its Impact on Employee Productivity, Trust, and Innovation

Jiomarie Jesus | Mark Anthony Tenedero | Efren Solis | Khay-c Gemodo | Almar Carl Amen | Myra Vi Loberanes

Discipline: human resource management

 

Abstract:

Micromanagement, when excessively practiced, evolves into a toxic leadership approach that restricts employee autonomy and undermines organizational performance. This study examined the effects of ten micromanagement archetypes—including "The Control Freak," "The Nitpicker," and "The Idea Thief"—on employee productivity, trust in leadership, and innovation behavior across five major sectors in Metro Cebu, Philippines. Utilizing a descriptivecorrelational quantitative design, data were gathered from 400 full-time employees selected through stratified random sampling. Standardized survey instruments revealed moderate employee productivity (M = 3.42, SD = 0.87), moderate innovation behavior (M = 3.26, SD = 0.89), and moderate–low trust in leadership (M = 3.08, SD = 0.93). Pearson correlation results indicated significant negative associations between micromanagement frequency and employee outcomes (e.g., "The Control Freak" and trust: r = –0.49, p < .001; "The Idea Thief" and innovation: r = –0.42, p < .001). Multiple regression analysis confirmed, "The Control Freak" (β = –0.225, p < .001), "The Trust-Phobic" (β = – 0.215, p < .001), and "The Idea Thief" (β = –0.211, p < .001) as significant negative predictors across outcomes. Oneway ANOVA revealed statistically significant sectoral and managerial differences (e.g., F(4, 395) = 5.94, p < .001 for productivity). These findings underscore the importance of implementing autonomy-supportive leadership development programs, behaviorally anchored feedback mechanisms, and sector-specific policy reforms.



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