It is well understood that micromanaging is damaging to both the superior who has to execute it and the subordinate who ends up despising constant supervision. The alternative is for team leaders to trust their colleagues and delegate work accordingly. This is easier said than done as more often than not trust cannot be developed quickly enough to delegate decision making on projects worth millions of dollars. However, studies have confirmed that super bosses actually do a lot of delegation and stay away from micromanaging. This is because they are keener to work on top level corporate strategy rather than minute details. They seek development of innovations. Also, super bosses understand their team members well enough to know what and how much to delegate. Decision making on strategic matters they keep to themselves while other aspects they are happier for others to take charge of. Source:

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