미시적 관리에 대한 비판적 고찰

초록

Our study suggests a new perspective to lay the foundation for an academic attempt at micromanagement by highlighting the existing perspective that has been fragmentarily addressed on micromanagement and re-interpreting micromanagement from the perspective of managers. As managers and members have a bidirectional interactive relationship, the fragmentary one-way discussions are limited to understanding the micromanagement. However, while previous studies took an effort to understand theoretically the consequent phenomena of micromanagement, the theoretical discussion from the management’s perspective is relatively scarce. Considering it could lead to a distorted perception of a manager’s job performance and management, it is urgently needed for critical review to present an alternative approach and direction to objectively understand the negative leadership and mitigate it away from the perspective of emphasizing the positive aspects of existing leadership and looking at negative leadership euphemistically. This study systematically analyzed 26 papers and critically reviewed the literature. Based on the results, first, the main characteristic of micromanagement is obsessive management due to the distrust of subordinates. Second, micromanagement is derived from multi - factors, including individuals, relationships, and organizational factors. Even though it appears inevitably to achieve organizational performance, managers’ traits, task awareness, and responsibilities also reveal the management. Third, in outcome variables, in contrast to discussions of antecedents, most studies have discussed cognitive, emotional, and behavioral influences on members. Moreover, rather than being verified through empirical studies, theoretical discussions on phenomena are focused on. Fourth, although the measurement has been developed by previous scholars, It is still lacking for clear explanations and theoretical foundations for sub-factors. Furthermore, Some measurements have low generalizability due to being developed in a specific context and only dealing with behavioral aspects except psychological and affective aspects. Fifth, most theories of micromanagement focus on the perspective of subordinates, and theoretical discussions on how to view and respond to micromanagement from managers are scarce. Based on the reviews, drawing from the conservation of resource theory, we developed an alternative model based on the perspective of managers’ resources. Finally, to understand and resolve micromanagement, we derived the academic and practical implications

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