A micromanager is a person who probably has a poor self-image, so he or she doesn’t believe they deserve to be where they are, and so thinks the same about the people they supervise. So the constant checking and looking over employees’ shoulders are really checks on their own ability to do the job. They don’t believe in themselves, so they believe in no one else.

Employees who work for micromanagers often feel that their boss doesn’t trust them or value their contributions. This can cause workers to feel disrespected, devalued and demoralized. 

The manager’s mood swings can convince subordinates to avoid interacting with him or her.  

Over time, employees’ professional growth is stunted because the micromanager won’t give them opportunities to shine.

The belief systems that create the micromanager may not go away overnight.

Weaning the micromanager off their controlling belief system takes time and constant feedback. More importantly, the micromanager must know that they’re safe when they allow others to succeed. It doesn’t diminish their value but actually enhances it. Regular coaching sessions are the way to go for most cases.