leadership styles and its impact on employee morale: an

CALIFORNIA STATE UNIVERSITY, NORTHRIDGE

Leadership Styles and Its Impact on Employee Morale: An Exploratory Study

A graduate project submitted in partial fulfillment of the requirements

For the degree of Master of Public Administration in

Public Sector Management and Leadership

By

Monica I. Leong

December 2018

ii

Copyright by Monica I. Leong 2018

iii

The graduate project of Monica I. Leong is approved:

_________________________________ _________________

Dr. Rhonda Franklin Date

_________________________________ __________________

Dr. Philip Nufrio Date

_________________________________ __________________

Dr. Mylon Winn, Chair Date

California State University, Northridge

iv

Table of Contents

Copyright Page ii

Signature Page iii

Abstract v

Section1: Project Introduction 1

Section 2: Literature Review 5

Leadership 5

Leadership Styles 8

Factors of Micromanagement 14

Consequences of Micromanagement 15

Potential Solutions 17

Section 3: Methodology 20

Research Gap 20

Research questions 21

Research Method 21

Limitations 21

Section 4: Conclusion 22

References 24

v

Abstract

Leadership Styles and Its Impact on Employee Morale: An Exploratory Study

By

Monica I. Leong

Master of Public Administration in Public Sector Management and Leadership

Management is a professional task that is carried out by an individual who is

required to have rank or power. The main purpose of the manager is to carry out

the responsibilities of the organization, practice discipline and follow up on the

organization’s tasks to assure they are done on time. As the result of World War II,

the management boom came into effect; this was the realization of the American

manufacturing industry that attracted thoughtfulness to management (Drucker,

1974). Management styles and techniques may vary between organizations and

leadership, and it is at the discretion of the manager to control their subordinates to

fulfill the organization’s goal. Every management style has its own unique

advantages and there is a place and a time for each. However, the directing leader

that chooses the dominant micromanagement approach faces significant challenges.

This research is an exploration to recognize and learn about various different

leadership/management styles and roles such as; directing, participating,

delegating, and micromanagement. Comparing and exploring different types of

vi

management skills is necessary to establish the core knowledge of all managerial

styles and when each technique is appropriate to use.

.

1

Section 1: Introduction

Every organization has its unique style of management. The manger/leader

is the one that sets the tone in the organization. There are many different styles

which can be applied to managing an organization and the choice of style depends

on a variety of factors, such as culture or the unique situation of an employee. An

exemplary manager will try to adapt many different management styles to fit their

organization’s needs. Sometimes managers need to switch the style of management

in accordance with different employees to fit their unique situations (Hopp, 2008).

Theodore Roosevelt wrote, “the best executive is one who has sense enough to pick

good men to do what he wants done and self-restraint enough to keep from

meddling with them while they do it.” (Dowden, 2012).

If it is agreed that leaderships are vital in an organization and accepted that

leaders have a tough job, then all the research that has been done concerning

leadership would be more valuable. Leadership can thus be very difficult to define

and understand, as discussed by James McGregor Burns who stated - “leadership is

one of the most observed and least understood phenomena on earth” in his

landmark study of 1978. Warren Bennis came to the same resolution in the mid-

1980’s, stating, “never have so many labored so long to say so little,” and “leadership

is the most studied and least understood topic of an in the social sciences” (Bennis

and Nanus 1985).

Managers are the most important component when it comes to the progress

of an organization. The technological efficiency of the organization, its facilities,

2

development, and their managerial approach all work together to make up the

effectiveness of the organization. While implementing policies and activating

programs and strategies, the method by which the manager incorporates the human

resources of an organization in order to have everyone reach the same goals will be

a major factor in the effectiveness of any organization. Additionally, there is a

growing consensus in the literature shows a strong belief that subordinates should

play a major role when making a decision (Kaur, 2018).

Leadership is a very important element of a manager’s approach, because it

will determine the culture of an organization. In organizations, effective managerial

styles provide a sense of personal development and personal achievement among

employees. In contrast, not all managerial styles will fit every organization and the

choice of style may invoke some conflicts. If leveraged correctly, leadership can have

a drastic positive effect as well. For example, leadership principles can greatly

improve a job performance indicator, how communication is transmitted to

subordinates, and a professional working relationship with employees (Van Wart,

2000).

The primary question that Van Wart (2003) poses is what should be the main

focus of the leader? Technical performance, development of people or organization

alignment? Leaders are expected to get things done, maintain good procedures for

subordinates, provide proper training and resources for production, and to maintain

the organization’s success through various channels of controls (Van Wart, 2003).

3

As discussed by Drucker (1995), there has not been so many new

managements techniques like there is now to help any organization become

successful, but today’s public leaders as seen through the focus of the media,

internet, and public show less acceptance for leadership mistakes and instructional

difficulties of everyday life such as managing an organization (Yankelovich, 1991).

Management styles and skills vary in many cases between organizations and

cultures. There are several key factors in the work environment related to

management that greatly impact the level of motivation and performance among

employees. Some of these key factors that affect the employee performance are

employee morale, positive and negative productivity, and engagement (Kaur R,

1993).

One of the most essential factors when it comes to the success of an

organization is how leadership has been practicing. No one has yet calculated the

correct formula for successful leadership, when that day comes whoever discovers it

will be the most famous person alive. For a company to be successful it needs to

realize that the same leadership style will not work for all the employees of an

organization.

As discussed by Presutti (2006), in the public sector it is important for the

head of a department to know about leadership styles and to know the negative

effects of micromanaging. Micromanaging causes tension and decreased confidence

4

which sometimes the supervisor may choose because of fear or anxiety from a

challenging director (Presutti, 2006).

5

Section 2: Literature Review

In this section the research will analyze peer review articles that cover

knowledge of leadership, management and micromanagement which will be the

main focus. In the research of micromanagement, it will cover consequences such as

low morale, discomfort at work, miscommunication and when leaders use

micromanagement as a positive tool. Other management styles will be covering

such as withdrawal style, appeasement style, missionary style.

Leadership

Leadership can be defined as an interactive impact by using communication

to lead a specific group to attain the same goal. It can also be described as having

the ability to change people’s attitudes and their state of mind. It is the continuing

process to motivate and help others reach specific goals and reach those goals

through subordinates (Dowden, 2012).

According to Uche (2012) in The American International Journal of

Contemporary Research, the combinations between organizational effectiveness

and management styles cannot be unattended. One of the important factors for

organizational effectiveness is management styles. The amount of capability will

impact the technique of management and everyday procedures of an

establishment. Uche (2012) argues that in every establishment the operating

procedures and leadership style will impact the production of each subordinate or

groups within the organization. Thus, it will increase the whole establishment

6

production. Luthan (2008) expresses that an employee becomes more aware about

the culture of the organization depending on the conduct and actions of the

manager. An employee is more productive and successful within the organization

when the manager clearly involves the subordinate in decision making process and

makes him/her feel part of the organization (Luthan, 2008).

As explained by Van Wart (2000), leadership is difficult in all areas.

Furthermore, today’s leaders seem to face additional environmental

difficulties. When leadership is effective, it creates a sense of attachment from an

employee to the organization and in consequence, brings better value to the

organization. As the employee feels attachment and responsibility for the

organization, he will provide better and successful goods and services to the public

(Van Wart, 2000).

Even though Leadership style is a gathering of traits, skills, and behavior

explains Van Wart (2003), the topic has always been extremely popular topic or

research and debate. The issues are compiled in question of what is leadership

style? The style of any leadership may be described as the cumulative effect of all

traits, skills and performances, it usually defines what is distinguished as the key or

at least the most noticeable aspect of the universal set of leadership characteristics.

According to Hopp (2008), If future analytic research builds on the empirical

results that are now appearing, the study of management will finally begin to evolve

according to a legitimate scientific process.

7

An explicit model that shows the development of the leadership literature

was created and discussed by Van Wart (2003) . In table 1 the model simply shows

leader assessment, leader characteristic, and leader styles all of which connect to

leadership behavior. As the leader finishes evaluating their personal and

organizational effectiveness, then the cycle can continue (Wart, 2003).

Table 1. A Generic Practitioner Model of Organizational Leadership

In the early twentieth century the development of a more focused search for

the basis of a leader began. Some of the traits that researchers wanted to find were

qualities and attributes that all leaders have in common by developing a personality

test. Unfortunately, the results of the test were too long, and the traits and

characteristics identified by the test were not the strongest predictors across

situations. An example of the results is: leaders must be determined, but they also

must be flexible and inclusive with their subordinates (Van Wart, 2003).

Veale (2005) states “Being appreciative of diversity is a competitive

advantage when we deal with a great variety of countries and cultures. In

marketing by emphasizing different approaches and products for different

consumers; through organization design by creating a variety of flexible structure

8

and partnership that can complement different markets; and through staffing by

appreciating international assignments and giving the best people exposure to

different cultures and ways of conducting business” Veale (2005) is one the

managers in Coca-Cola and believes diversity within the organization and getting to

know other cultures will help the organization grow and will know how to solve

different issues at work. Having diversity at work makes the atmosphere more

interesting in getting to know people from different backgrounds and ethnicities

(Veale, 2005).

Leadership Styles

Cardinal (2013) supports that according to Hay-McBer, there are six key

leadership styles. Directive- Coercive style has the primary objective of immediate

compliance from employees: This is usually the “do it the way I tell you” style where

the manager, closely controls employees, and motivates by threats and disciple. An

authoritative - (visionary) style has the primary objective of providing long-term

direction and vision for employees. Cardinal (2013), discusses authoritative style

which is the style that has the main intention of giving a lifelong regulation and

future aspiration for the employee, this type of style is also seen as the “Strict but

fair” style. In this style, the manager is more involved because it gives clear

direction, drives by coercion and gives response on the accomplishment of the

assignment (Cardinal 2013).

9

The main purpose of an affiliated style of management is to build peace

among the organization and between subordinates and leader. Affiliated style will

put work relationships first, and duty second. This type of management style

abstains struggle and focuses on a good working relationship with subordinates,

inspires everyone to have a happy work environment. (Cardinal,

2013). Participative style has the main objective of building commitment and

consensus among employees. This style according to Cardinal (2013) is the one

where “everyone has input” which encourages the employee’s input in decision

making and motivates staff by rewarding team effort (Cardinal 2013).

Pacesetting style has the main objective of accomplishing a task to a high

standard of excellence. This style is usually performed by the “do it myself”

manager, who performs many tasks personally and expects employees to follow

his/her example; these kinds of managers motivate by setting high standards and

expect self-direction from employees. Coaching Style has the primary objective of

long-term professional development of employees. This style is the developmental

manger. Which means that it helps and encourages employees to develop their

strengths and improve their performance and motivates by providing opportunities

for professional development (Cardinal, 2013).

Research also shows that leaders who effectively share their authority

require an open, honest attitude, combine with four characteristics. Stack (2013)

explains Positive motivation- Using perks, time off, promotion, public recognition,

10

handwritten cards, team morale boosters, and monetary rewards to inspire

exceptional performance. The second characteristic is -be the role model you want

your staff to be. Demonstrate the behavior you want to see it other through your

actions (Stack 2013). The number one thing that kills morale is when a supervisor

asks a subordinate to stay late but on the other hand the supervisor leaves early.

Having the proper tools to assure all staff is up to date with training, having up to

date functional technology, and perhaps any office supply that is needed to complete

the task daily. The last characteristic is clear goal communication on all levels.

Every employee in the organization should fully understand the organization’s goal,

where the company is leading to, and what their position is within the organization.

Having a clear understanding of their roles and responsibilities makes the employee

more secure of their position within the organization (Stack, 2012).

Some approaches in the style of conflict management, include, confrontation

style is put to action when the solution of the problem will be used to the leader’s

advantage and is often adopted by management. The conflict sometimes involves

harassment and or intimidation which most likely will not come up with a positive

solution. Limbare (2012) also discusses that reaching an agreement doesn’t

necessarily mean the issue has been resolved. This concept can be done by

negotiation which usually involves someone who is not biased to the situation and

may look for the best solution of all parties (Limbare, 2012).

11

A moderate amount of research shows some attempts to explain why some

managers like to delegate to their subordinates and why others do not. In

consequence managers who will not delegate often turn to micromanagement.

Theory LMX, Leader-Member Exchange, for example, determines that managers

who disagree and are not in favor of delegating work-related task, are those

managers which show lack of confidence in the skills and ability of their

subordinates. These types of managers usually become micromanagers. Perhaps

some see certain tasks as too important for the subordinates to accomplish, in some

cases even too complex or difficult for others to follow through (White, 2010).

In contrast, other studies show that leaders who are willing to delegate are

those who like to take a risk, have greater responsibilities, and have more

experience as a supervisor. Another study showed the delegation within the

organization is more successful when the employee has access to important

information. In these cases, the subordinate is competent and shares the same

objectives as the leaders. Also, when the employee has more time working for the

manager, perhaps it is also a supervisor, and has a good relationship with the

supervisor.

Micromanagement is another type of leadership style. White (2010) explains

micromanagement as the control of an enterprise in every and to the smallest

details with the effect of neglecting progress and preventing broader, higher- level

policy issues. Keeping track of every move the employee makes may cause the

12

employee to feel uncomfortable and less productive. As discussed by Stern (2010),

acknowledging every move that the employee makes will result in employee not

feeling positive when coming to work which will lead to high absenteeism, not to

mention lack of productivity, and not delivering excellent services to the public

(Stern, 2010).

A micromanager is a person who constantly wants to be in control and insists

things are done their way. Presutti, (2006) explains that a micromanager is

someone that direct and controls a person, a group, or a system with excessive or

unnecessary oversight or input (Presutti, 2006). The motivation to micromanage

may begin from a feeling of insecurity, or a desire to be in charge. Consequently, a

healthy and positive staff may start feeling the negative effects of the micromanager

and will start feeling tense and intimated by the leader. These feelings will create an

unwelcoming environment among the subordinates especially when the

administrator is newly appointed, and the staff has formerly had a leader with

whom they built trust (Presutti, 2006). This section contains a review of some key

debates in the literature about the adverse effects of micromanagement on worker

morale, how to minimize its negative effects, and how to create a positive working

relationship.

White (2010) describes that micromanagement represents lack of trust, and

most employees need trust to thrive. Usually managers use this technique when

13

they have “Bad Management Behavior,” “Lack of Recognition,” “Lack of “Respect”

and “not allowing the employees to make decisions” (Heiman, 2010).

Micromanagement can be described in many ways. White (2010) explains

that in today’s world, organizations are very complex, and a micromanager could

often be more of a problem than a solution. A boss that second guesses every

employee’s decision is not happy about the productivity of the organization, and

inspects the employee’s email, not only makes employee feel incompetent but also

damages the organization’s productivity. In the long term, it may even risk the

organization’s future (White, 2010).

Another form of micromanagement is setting very high standards and taking

control of all the projects for which the organization is in charge, so sometimes

micromanagers might appear as perfectionists. This different type of micromanager

is more toxic, sometimes referred to as “pathological micromanagers” These types

of micromanagers must ensure everyone around them makes sure they are the ones

in charge. Dowden (2012) states “these types of micromanagers are very likely to

resist feedback which can create difficulties when changing their management

styles” (Dowden, 2012).

Micromanagement may reflect a lack of social sensitivity or formal training

which leads to the question, are leaders born or made? The great man theory is that

leaders are essentially born, probably allowing for some significant early training as

well. Van Wart (2003) states in his assessment, that either you have the “stuff” to be

14

a leader or you don’t, and most people don’t. In today’s era the question is normally

put together as degree rather than a strict division. Most researchers and

practitioners agree that cultivating part of a leader has two major components:

formal training, as one of the main components, is the minor element. The level of

involvement and knowledge is probably the more important and valuable factor

(Van Wart, 2003).

Factors of micromanagement

There are many different factors which explain why micromanagement

happens in an organization, as Dowden (2012) explains. Understanding why

micromanagement occurs can help us determine how our actions significantly

impact others and employees or manager (Dowden 2012). The structure of the

organization contributes to micromanagement, explains White (2010), when the

organization has many levels of hierarchy it puts pressure on the manager to make

the decisions for the subordinates (White 2010).

Micromanagement is one of the major problems identified and agreed upon

by scholars, journalists, public managers, and the public sector. One example of this

criticism is by government agencies which are routinely criticized by congress for

practicing this micromanagement approach, and, according to Wilson (1989), “it has

always been that way”. There are many different components that lead the

government to practice micromanagement, such as lack of financial resources.

15

However, studies have shown that this approach causes lack of motivation in

employees. (Wilson, 1989)

Unfortunately, once the staff feels they have no control over their job and

their own tasks, employees will eventually start losing interest, motivation, and not

exercise innovation in their job. Presutti (2006) explains that once the

responsibility is no longer assigned by the supervisors to the subordinates, the

subordinate will lose motivation and will wait for future directions. This will cause

for the employee/subordinate to feel he’s not good enough to do his job and

someone else can do his job better than they can. This can lead to a staff that

previously functioned as a team eventually ending up performing only what is on

their job descriptions. Consequently, the changes in motivation can lead to a lack of

communication between supervisor and subordinate. Employees will start hiding

their mistakes because of fear of being reprimanded (Presutti, 2006).

Consequences of micromanagement

Micromanagement is a management style that is describe by having extreme

control and attention to the details of employees/subordinates. According to White

(2010) leaders who chose the micromanage style is because they are unsure of

themselves and usually hire subordinates who don’t have skills better than them

due to fear of competition. When it comes to management styles for organizational

success, it must have good leadership and high employee morale to create better

results within the organization. A supervisor that practices a micromanagement

16

style not only brings low morale to the staff and creates frustration but may harass

workers in today’s challenging organizational environments. Research by White

(2010) supports, the annoying boss that questions every decision that an employee

makes and is looking for small or unimportant errors in the organization such as the

font size of the reports critically damages the efficiency of the department and in the

future may put the organization at risk of surviving (White, 2010).

Most notably, micromanagement frequently results in lack of motivation

among employees. The decrease in motivation in the workforce reflects a lack of

trust in the subordinates on making their own decisions or having input in a

problem-solving situation. Once subordinates start to feel they have no control over

their obligations and will not be taken seriously by management their motivation

decreases, along with their initiative. These actions further discourage any

creativity and instead encourage waiting for their supervisors to give them exact

directions for how to proceed with their own job responsibilities (White, 2010).

In contrast, Craig Dowden (2012) identifies is the micromanager with good

intentions but who can also create negative, unintended impact. Dowden, (2012),

gives an example of someone who has good intention in leading their team. Some of

the techniques these managers use is once the roles and responsibilities are

assigned, the leader will frequently check up on employees to see how things are

going. During these meetings the leader will give specific details on what the next

step should be, so the leader knows nothing will go wrong. The leader will continue

17

to check in on subordinates throughout the project and during each session,

providing step by step instructions with concrete feedback about how to continue

with the project. In the leader’s mind the only important thing is the success of the

company (Dowden 2012).

Being clear is one of the most important factors of a project as Dowden

(2012) identifies. When the leader is not being clear and not sharing the success or

the motivation approach of the project, he will cause misinterpretation on the part

of the employees and will think the leader is a micromanager (Dowden, 2012).

Potential solutions for micromanagement

According to Trunk (2011), changing your perspective to a positive outlook

is the ideal way for dealing with a micromanaging boss. Trunk (2011) gives a few

examples that might create positive behavior in the micromanager boss and change

his demeanor including bringing in compatible employees that have the necessary

abilities for the job. Also, creating good disclosure between the manager and their

team, and expecting some degree of errors from the employees, go a long way in

creating positive employee-manager relations. After all, the main goal of a

department head is to have all their employees trying to reach the same goals for

the organization. Since a leader in an organization may not always be a competent

ruler, organizations might look to other members of the organization that might

influence employees more effectively. Sameer Limbare (2012) explains, that even

though there is a difference between the leader and the subordinate, the main

18

objective of the manager is to impact and motivate the subordinates to achieve the

same vision for the organization (Limbare, 2012).

Dowden (2012) gives expert advice on how to deal with a micromanager. As

he explains that most people will work with a micromanager at some time in their

lives, he gives the following solutions. The first thing is increasing the trust with

your manager. One of the principal characteristics of a micromanager is that they

don’t have trust in their subordinates. Get to know your leader and know what is

important to him or her. Dowden (2012) explains in his article micromanaging may

be a sign of anxiety due to lack of information. Another strategy that is given is to

agree to be upfront. This tactic will show interest in the project and will deliver it

with a high-quality product and success. Sometimes using a template may help to

realize the course of the project.

Some solutions that are discussed by Presutti (2006) are to start by

reinforcing staff roles. By reinforcing the staff roles there will be a clear

understanding of the employee about why his/her contribution to the organization

is so important. Goal setting, short and long goal setting are important because once

staff members start feeling motivated will start to achieve the organization goals

(Presustti 2006).

According to a study by Harry Chambers, 73% of workers say being

micromanaged does not let them work to their potential. In cases like this,

“replacing the micromanager will increase the productive effects on any business or

19

organization.” Sterns (2010) argues that an adaptable manger will generate a more

enjoyable and positive climate at work. Having a positive climate at work, will lead

to employees being more committed to their work and finding better solutions on

their own when face with an issue (Stern, 2010).

20

Section 3: Study Methodology

The research is a descriptive research of secondary data. For the research,

scholarly journals were reviewed and studied and found information related to the

topic. The total of 25 scholarly articles were collected from the CSUN Oviatt Library,

Google Scholars, and books.

The research is based on leadership styles with the focus in

micromanagement issues, factors, and consequences. It’s very important to

understand the culture of the organization before making any changes. While

managers implement policies and procedures within the organization, it all depends

how the managers/leaders will incorporate the new policy or procedure to

accomplish the organization goal therefore, everyone can have the same goals

within the organization.

There are many problems in the public sector because managers are not

aware of the different styles of management and cannot find the correct one to suit

the organization, therefore, they make the mistake of micromanaging. When a

manager arrives to an organization in the public sector, it is not easy to get to the

organization and start changing all the procedures that are in place. To change a rule

or a policy the culture of the organization must be taken into consideration.

Research gap

Will the removal of micromanagement practice in organizations increase employee

morale?

21

Research questions

How does micromanagement affect organization performance?

Research Method

Review of evidence will be my research method which will be descriptive

research. The goal is to gain an understanding of the different opinions, reasons,

and motivations that different authors are using and compare all the scholarly

articles before putting the author’s ideas together to help determine the answer to

the research question of micromanagement.

Limitations

Given that the research is descriptive research the limitations are that no

data other than peer reviews and scholarly articles are used to obtain analysis.

22

Section 4: Conclusion

Management/leadership t styles vary from organizations depending on

different situation and cultures. The base of the organization set up determines the

success of every organization. Team leaders/managers must make every position

unique and be a role model for employees whose employees can follow their

example.

The future leaders will be recognized on how well they are able to obtain

significant information for their organization. Most importantly, they must

recognize how to know the difference between new information that might not be

applicable for the improvement of the organization.

One big test of future leaders is to know and understand how techniques

have advanced and get the subordinates and other staff members to adapt to those

changes, not to mention keeping up with the latest style of management.

It is very important to change the style periodically according to the different

conditions of the organization and to bring back innovation for the

organization. When it comes to managing, managers need to be willing to be open

to change and learn how to help their team members grow within the organization

and be successful at their job with different managerial techniques.

By encouraging leaders to delegate and understand that delegating is one of the

most important production skills a manager can master when done the correct way,

delegation establishes responsibility and accountability all of which together builds

23

mutual trust and mutual exchange between supervisor and subordinates. When it

comes to delegation usually manager is more satisfied and by having more time,

they will take bigger roles with bigger salaries. Moreover, employees’ delegation

will also create satisfied employees who are able to grow and learn a bigger range of

skills and help them prepare for promotion. By allowing mistakes it proves you have

empowered your employee and now they will start taking responsibilities. By

getting rid of unnecessary hierarchy the communication between the leader and

subordinate will become stronger (White, 2010).

A Micromanager can ruin the environment of the organization by not

wanting or knowing how to delegate. It can ruin a person’s productivity because of

self-fulfilling predictions, confirming to the micromanager that he is surrounded by

incompetents. It will not take long before the micromanager starts losing his team

due to his selfish actions. Productive leadership often gives and inspires confidence

which consequently gives authority and efficiency (Stack, 2013).

.

24

References

Bagaram Tulpule. (1976). Management and Workers in Public Sector. Economic and

Political Weekly, 11(22), M49-M58. Retrieved August 4, 2018 from

http://www.jstor.org.libproxy.csun.edu/stable/4364664

Culpan, R., & Kucukemiroglu, O. (1993). A Comparison of U.S. and Japanese Management

Styles and Unit Effectiveness. MIR: Management Internatio nal Review, 33(1), 27-42.

Retrieved September 12, 2018 from


David Veale, Lynn Oliver, & Kees van Langen. (1995). Three Coca-Cola Perspectives on

International Management Styles. The Academy of Management Executive (1993-2005),

9(3), 74-77. Retrieved July 1, 2018 from


Dowden, C. (2012). Micromanagement: Underlying motivators and proposed solutions. The

Canadian Manager, 37(1), 24-25,2.

Drucker, P. F. (1995). Managing in a time of great change. London: Routledge

Hopp, W. (2008). "Management Science" and the Science of Management. Management

Science, 54(12), 1961-1962. Retrieved September 4, 2018 from


Kaur, R. (1993). Managerial Styles in the Public Sector. Indian Journal of Industrial

Relations, 28(4), 363-368. Retrieved September 2, 2018 from


Kostera, M. (1195), Four Theatres: Norms and Values in Management. Polish Sociological

Review, 263-274


25

Limbare, S. (2012). Leadership Styles & Conflict Management Styles of Executives. Indian

Journal of Industrial Relations, 48(1), 172-180. Retrieved July 8, 2018 from


Management Insights. (2009). Management Science, 55(3), Iv-Vi. Retrieved September 12,

2018 from http://www.jstor.org.libproxy.csun.edu/stable/40539150

Natzel, K. (2011). Commentary: Dangers of micromanagement. Daily Journal of Commerce,

p. Daily Journal of Commerce, Mar 22, 2011.

Presutti, Mark. (2006). Is micromanagement killing your staff? The administrator who "has

to do it all" can end up undoing everything. (featurearticle). Nursing Homes, 55(2),

34,36-38.

Raymond, A. (2014). Developing a balanced management style. CabinetMaker+FDM,

28(1), 20-22. Retrieved August 1, 2018 from

http://libproxy.csun.edu/login?url=https://search-proquest-

com.libproxy.csun.edu/docview/1477465987?accountid=7285

Stack, Laura. (2013). Managing effectively without micromanaging: In today's agile, fast-

paced business environment, it's important to trust, let go, and empower the people you

hire to take ownership and do their jobs.(WORKFORCE DEVELOPMENT). T D, 67(4),

102-104.

Stern, G. (2010). Help! My Boss Is Micromanaging Me! Companies find that overly close

oversight of employees undercuts morale and productivity. Investor's Business Daily, p.

A07.

Uche, N., & Timinepere, C. O. (2012). Management styles and organizational effectiveness:

An appraisal of private enterprises in Eastern Nigeria. American International Journal of

Contemporary Research, 2(9), 198-204.

26

Van Wart, M. (2003). Public-Sector Leadership Theory: An Assessment. Public

Administration Review, 63(2), 214-228. Retrieved July 10, 2018 from



leadership styles and its impact on employee morale: an

Documents