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Micromanagement remains one of the most prevalent yet under-theorized forms of controlling leadership in high-pressure industries like the information technology (IT) sector. This study examines why micromanagement persists in India’s IT industry despite its well-documented harms. It also investigates how micromanagement affects employees’ basic psychological needs. Drawing on self-determination theory (SDT) and the Gioia methodology, we analyse 37 in-depth interviews with IT professionals across India’s leading technology firms. The findings reveal three paradoxes. First, efficiency-oriented control erodes productivity and innovation. Second, autonomy suppression fosters compliance rather than resistance. Third, employees who recognize micromanagement’s harm nonetheless normalize and reproduce it upon promotion. Together, these paradoxes position micromanagement not as an individual managerial flaw, but as an organizational pathology. It is a condition structurally reproduced through industrial pressures, managerial insecurity and cultural deference to hierarchy. This study extends SDT beyond its conventional application. We demonstrate that need frustration in high-power-distance contexts produces counterintuitive compliance rather than disengagement. Practically, the findings call for systemic interventions. These include shifting from input monitoring to outcome-based trust, strengthening leadership development and building psychological safety to disrupt entrenched cycles of overcontrol.
Sikidar et al. (Sun,) studied this question.