Everyone discusses the positive traits of leadership, such as strong communication, empathy, adaptability and vision. But leadership isn’t just about what you do well—it’s also about recognizing what’s holding you back. Negative behaviors, even subtle ones, create friction. These behaviors may not seem harmful at first glance, but over time, they suffocate morale and create a toxic work environment.

Micromanaging might not seem like a crucial workplace issue, but it can destroy a team’s morale, engagement, and productivity if left unchecked. We’ve shared how micromanagement affects employees, but that’s only one side of the story. What circumstances cause a leader to become a micromanager? Can they change that behavior for the better?