Tag: business

New Book

Navigating the Digital Transformation of Business and Law Education: Insights from “Creativity and Critique in Digital Learning and Teaching” (Baxter, Selby-Fell and Gilbert, 2025)

In the ever-evolving landscape of Higher Education, the turn towards digital learning has accelerated, challenging traditional pedagogies and inviting innovative approaches to teaching and learning. “Creativity and Critique: Digital Learning and Teaching: Insights for Learning Design in Business and Law,” edited by Jacqueline Baxter, Helen Selby-Fell and Andrew Gilbert, emerges as a seminal work at this critical juncture. This book, for release in May 2025 by Palgrave Macmillan, offers a comprehensive exploration of the shifts within business and law schools, catalysed by technological advancements and the unforeseen push online due to global challenges.

The book’s genesis is rooted in the recognition that digital learning, while not new, has encountered exponential growth, spurred by necessity during the pandemic. This forced migration online has underscored the importance of deliberate and thoughtful integration of digital tools in educational settings. However, it has also highlighted significant challenges, such as rushed digital adaptations without adequate support for staff, compromising the student learning journey, and issues of digital inclusion.

What sets this book apart is its forward-looking perspective, grounded in the scholarship of teaching and learning (SoTL). It not only addresses the immediate challenges faced by educators in adapting to digital mediums but also leverages the opportunities presented by technologies such as AI and platforms like ChatGPT. These tools, while transformative, present new pedagogical challenges that the authors tackle with depth and nuance.

Digital learning design in Business and Law

A unique selling point (USP) of the book is its dual focus on the fields of business and law (including policing), drawing parallels and distinctions between their pedagogical approaches in the digital realm. This interdisciplinary lens is invaluable, given the shared emphasis on work-based learning and the interdisciplinary nature of both fields. The editors and contributors, who hail from the Open University’s prestigious faculty of Business and Law, bring a wealth of experience and diverse perspectives to the discussion. Their backgrounds, ranging from legal education to supply chain management, enrich the book’s content, making it a multifaceted resource for educators, student services staff, and university management alike.

A standout feature is the book’s commitment to addressing equity in digital education. It tackles the pressing issue of digital poverty and explores strategies to ensure that all students, regardless of their backgrounds, have equitable access to learning opportunities. This focus is particularly pertinent in a world where access to technology can significantly influence educational outcomes.

“Creativity and Critique” excels in offering practical, evidence-based advice for navigating the complexities and conundrums of digital learning design. It draws on extensive research, case studies, and firsthand experiences from academics working in the fields of business, law and policing to present innovative learning designs and teaching strategies. This approach not only aids in addressing the pedagogical challenges of digital learning but also inspires educators to adopt creative solutions that enhance student engagement and success. As such, the volume is poised to be an essential guide for the future of digital learning. It skilfully navigates the intricacies of digital pedagogy, offering a beacon for educators striving to enhance their practices in the digital age.

For more information and to order your copy of the book, visit: Creativity and Critique in Digital Learning and Teaching: Insights for Learning Design in Business and Law | SpringerLink

Managing dominant team members in meetings

Managing Dominant Team Members in Meetings

We’ve all been in team meetings where no one can get a word in edgeways due to dominant members of the team occupying the air space ! So why do some people feel the need to dominate and what can you do to address this ?

Effective team meetings are critical for fostering collaboration, making decisions, and driving projects forward. However, managing dominant team members can be a challenge, as their assertiveness may inadvertently stifle input from others, skew decision-making, or lead to frustration among quieter team members. By implementing strategic approaches grounded in research and best practices, leaders can create a more balanced and inclusive meeting environment. So why do certain people manifest dominance in meetings ?

Understanding Dominance in Team Dynamics

Dominance in meetings often manifests as frequent interruptions, monopolization of speaking time, or steering discussions towards personal interests. While dominant members may bring valuable insights and energy, their behavior can unintentionally overshadow the contributions of others, potentially diminishing the overall effectiveness of the group (Kozlowski & Ilgen, 2006). Certain individuals may act dominant in meetings due to personality traits, such as high extraversion or assertiveness, or as a response to perceived threats to their status within the group. Additionally, dominance can arise from a desire to control outcomes or ensure their ideas are heard, particularly in high-stakes scenarios (Anderson & Brion, 2014; Wisse & Sleebos, 2016).

Strategies to Manage Dominant Participants

  1. Set Clear Expectations Begin meetings with a clear agenda and ground rules. Establishing norms such as “one person speaks at a time” and “every voice matters” creates a framework for respectful interaction (Lehmann-Willenbrock et al., 2011). Additionally, distributing the agenda beforehand allows all members to prepare their contributions, reducing the likelihood of any single person dominating.
  2. Facilitate Balanced Participation The role of the facilitator is critical in managing team dynamics. Techniques such as round-robin sharing or directed questions can ensure equal participation. For example, asking, “Let’s hear from someone who hasn’t spoken yet,” invites input from quieter members (Kerr & Tindale, 2004).
  3. Use Structured Techniques Structured decision-making tools, like brainstorming followed by prioritization or the Nominal Group Technique, (NGT ) can help balance participation. The NGT is a process by which individuals first generate ideas independently, followed by a group discussion to prioritize these ideas. This ensures that all contributions are considered before dominant voices can overly influence the discussion (Van Breda, 2019).These methods encourage individual input before group discussion, reducing the influence of dominant voices.
  4. Leverage Nonverbal Cues None verbal cues can be powerful in managing behaviours (ask any teacher !) . Facilitators can use nonverbal communication to subtly manage dominance. Making eye contact with quieter members, gesturing towards them to speak, or gently interrupting dominant participants with phrases like, “Let’s pause here to get others’ thoughts,” can help redistribute speaking time.
  5. Provide Feedback and Coaching Addressing dominant behavior privately can lead to positive changes. Frame feedback constructively, focusing on the impact of their behavior and suggesting alternative ways to contribute. For instance, say, “Your enthusiasm is valuable, but I’d like to ensure others have the opportunity to share their perspectives as well” (Hackman, 2002).
  6. Cultivate Psychological Safety Psychological safety—the belief that one can speak up without fear of negative consequences—is essential for inclusive meetings. Leaders should model vulnerability, acknowledge diverse viewpoints, and actively encourage participation from all members. (Allen et al, 2023)

Managing dominant team members requires a proactive and empathetic approach. By setting clear expectations, facilitating balanced participation, and fostering a culture of psychological safety, leaders can create a meeting environment where all voices are heard and valued. This not only enhances decision-making but also strengthens team cohesion and morale.

References

  • Anderson, C., & Brion, S. (2014). Perspectives on power in organizations. Annual Review of Organizational Psychology and Organizational Behavior, 1(1), 67-97.
  • Allen, J, A. Lehmann-Willenbrock, The Key Features of workplace meetings: Conceptualising the why, how and what of meetings at work, Organisational Psychology Review, London Sage.
  • Delbecq, A. L., Van de Ven, A. H., & Gustafson, D. H. (1975). Group techniques for program planning: A guide to nominal group and Delphi processes. Scott, Foresman.
  • Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.
  • Hackman, J. R. (2002). Leading teams: Setting the stage for great performances. Harvard Business Press.
  • Kerr, N. L., & Tindale, R. S. (2004). Group performance and decision making. Annual Review of Psychology, 55, 623-655.
  • Kozlowski, S. W., & Ilgen, D. R. (2006). Enhancing the effectiveness of work groups and teams. Psychological Science in the Public Interest, 7(3), 77-124.
  • Lehmann-Willenbrock, N., Meinecke, A. L., Rowold, J., & Kauffeld, S. (2011). How transformational leadership works during team interactions: Insights from a video-based field study. The Leadership Quarterly, 22(6), 1013-1024.
  • Wisse, B., & Sleebos, E. (2016). When the dark ones gain power: Perceived position power strengthens the effect of supervisor Machiavellianism on abusive supervision in work teams. Personality and Individual Differences, 99, 122-126.

Are we allowing our introverts to shine in interviews ?

Interviews are still a key element within recruitment processes, but approaches used in interviews, disadvantage many good candidates, including those that display more introverted behaviours. So what is introversion and why might this happen ?

Introversion: A Brief Description

Introversion is a personality trait characterized by a preference for solitary or minimally stimulating environments, with a tendency to focus on internal thoughts and emotions rather than external stimuli. Introverts often find social interactions draining and require time alone to recharge, unlike extroverts who apparently gain energy from socializing. This does not imply that introverts are antisocial; rather, they prefer meaningful, smaller-scale interactions to large groups or high-energy social settings (Baxter et al , 2024).

Psychological research suggests that introversion exists on a spectrum, often assessed using personality frameworks such as the Big Five, where it contrasts with extroversion (McCrae & Costa, 1987). Introverts are typically reflective, introspective, and attentive to details, which can make them adept at creative and analytical tasks (Laney, 2002). Biological factors may contribute to introversion, with studies indicating that introverts exhibit higher cortical arousal, influencing their preference for quieter environments (Eysenck, 1967). However, many people may self-identify as introverts, without ever having completed psychometric testing. In these cases, their introversion has emerged via socio cultural routes, coloured by the perceptions of others. These perceptions have, over time, influenced their self perceptions, concomitantly influencing the ways in which they interpret their own strengths and weaknesses (Baxter et al , 2024).

Cultural perceptions of introversion vary; some societies, particularly in the West, may undervalue introverted traits, favoring extroverted ideals. Yet, understanding introversion’s strengths can foster inclusivity and appreciation of diverse personality types.

Interviews and bias

Job interviews often favour extroverted candidates, unintentionally side-lining introverts due to the way they’re structured and evaluated. Many interview processes reward assertiveness, quick thinking, and overt enthusiasm—qualities typically associated with extroversion. Meanwhile, introverts, who may excel in preparation, thoughtfulness, and deep focus, can be perceived as less confident or engaged, even if they’re just being authentic ; this is what is termed, ‘an extroverted deficit belief.’ (Lawn et al, 2019).

Group interviews are particularly challenging for introverts, as such settings often reward candidates who dominate discussions or quickly respond, leaving introverts at a disadvantage as their neural pathways differ from those of extroverts- they are longer, meaning they take longer to process information (Cunningham et al, 2019 )Additionally, body language expectations like constant eye contact or overly animated gestures can feel unnatural for an introvert, leading interviewers to mistakenly perceive them as unengaged (Baxter et al, 2024).

Bias

Unconscious bias can also creep in. Many recruiters, often extroverts themselves, might unknowingly prefer candidates who mirror their own communication styles . This can overshadow the valuable strengths introverts bring, such as listening skills, analytical thinking, and a capacity for independent work (Dane et al, ).

To combat this bias, interviewers should focus on the substance of responses, allow adequate reflection time, and recognize the diverse ways candidates can demonstrate enthusiasm and competence. This may mean doing away with traditional mechanisms such as presentations or on the spot questions. Allowing advance preparation time can be key. In short, there are 10 key ways that recruiters can allow introverts to shine in interviews:

Ten Key Strategies to Help Introverts Shine in Interviews

  1. Provide Advance Notice
    Share the interview format and potential questions ahead of time. This allows introverts to prepare thoughtful and detailed responses.
  2. Encourage Preparation
    Remind candidates they can bring notes or examples of past achievements to reference during the conversation.
  3. Offer Reflection Time
    Avoid putting candidates on the spot with rapid-fire questions. Allow moments for them to think before answering.
  4. Focus on Depth, Not Just Speed
    Value the substance of answers over how quickly they’re delivered. Introverts often excel at giving well-considered responses.
  5. Adapt Interview Styles
    Use a one-on-one or small-panel format instead of group interviews, which can feel overwhelming for introverts.
  6. Create a Comfortable Environment
    Minimize unnecessary distractions or overly formal settings to help candidates feel at ease.
  7. Ask Open-Ended Questions
    Use questions that invite elaboration, such as “Can you share an example of…” to help introverts showcase their skills.
  8. Balance Verbal and Non-Verbal Cues
    Understand that introverts may not display high-energy body language but can convey enthusiasm in other ways, like precise language.
  9. Acknowledge Diverse Communication Styles
    Appreciate calm, measured responses and avoid interpreting them as disinterest.
  10. Provide Follow-Up Opportunities
    Offer a chance for candidates to share additional thoughts after the interview, which aligns with their reflective nature.

In failing to recognise introverted preferences and strong points, recruiters are failing to provide inclusive recruitment strategies. In the longer term this has a negative effect not only on candidates but in acquisition of talent more broadly.

Baxer, J., Patent, V., & Winter, A. (2024). Does Self-perceived introversion create a barrier to leadership emergence in Higher Education: a case study approach. In S.Huber (Ed.), The International Handbook for Governance, Leadership, Administration, and Management in Education Geneva: Palgrave.

Cunningham, G. B., & Ahn, N. Y. (2019). The role of bias in the under-representation of women in leadership po sitions Routledge Handbook of the Business of Women’s Sport (pp. 83-94): Routledge.

Dane, P. B., Madelynn, R. D. S., & Shelley, D. D. Righting the balance: Understanding introverts (and extraverts) in the workplace. International Journal of Management Reviews. doi: 10.1111/ijmr.12268

Lawn, R. B., Slemp, G. R., & Vella-Brodrick, D. A. (2019). Quiet flourishing: The authenticity and well-being of trait introverts living in the west depends on extraversion-deficit beliefs. Journal of Happiness Studies, 20(7), 2055-2075.

Rudolf, S., Cornelius, J. K., & Yannik, Z. Executive Search Consultants’ Biases Against Women (or Men?). Frontiers in psychology. doi: 10.3389/fpsyg.2020.541766

The Pitfalls of People-Pleasing in Female Leadership in the public and third sectors

Photo by Canva Studio on Pexels.com

In the realm of leadership, there’s a pervasive misconception that being agreeable and accommodating to everyone is a sure path to success. This tendency to prioritize others’ needs over one’s own, known as people-pleasing, is often glorified, especially when it comes to women in leadership roles. However, a deeper examination reveals that people-pleasing is fundamentally incompatible with effective leadership, particularly for women striving to break through the glass ceiling.

What is People-Pleasing?

People-pleasing is a behaviour characterized by an excessive need for approval and a fear of rejection or conflict. It involves prioritizing the desires and expectations of others over one’s own needs and desires. While it may seem like a harmless trait, especially in a society that values harmony and cooperation, it can have detrimental effects, particularly in leadership positions. In many ways it is written in our DNA: In anthropological terms, it was necessary for women to be useful to a tribe in a way that men were not, so people pleasing was a sure fire way to keep in with the tribe !

Both people-pleasing and perfectionism stem from a fear of inadequacy and rejection, perpetuating a cycle of striving for acceptance through constant achievement and perfection. This leads to a never-ending pursuit where no amount of effort seems enough. The focus on pleasing others creates a divide between one’s true self and the persona presented to the world, resulting in a loss of authenticity and self-awareness. The approval gained from pleasing others fails to alleviate internal doubts and anxieties, as it is based on a false representation. Consequently, individuals lose touch with their genuine preferences, beliefs, and values, as they prioritize meeting external expectations. People-pleasing and perfectionism act as shields, obscuring the true self and hindering personal growth and fulfillment. Breaking free from these patterns requires embracing authenticity and prioritizing self-awareness over external validation.

In the context of female leadership, the pressure to be likable and accommodating is often magnified. Women in leadership roles are frequently expected to navigate a delicate balance between assertiveness and nurturing, all while contending with societal stereotypes and biases. As a result, many women succumb to the temptation to prioritize harmony over confrontation, leading them down the slippery slope of people-pleasing.

Why People-Pleasing is Incompatible with Good Leadership

At first glance, people-pleasing may appear to foster positive relationships and teamwork. However, beneath the surface lies a host of problems that can undermine effective leadership for example:

  • Loss of Authenticity: Constantly seeking approval from others can erode a leader’s sense of self and authenticity. By prioritizing others’ expectations over their own values and principles, leaders risk losing sight of who they truly are and what they stand for.
  • Inability to Make Tough Decisions: Effective leadership often requires making difficult decisions that may not be popular with everyone. People-pleasers, fearing backlash or disapproval, may shy away from making these tough calls, leading to indecision and stagnation within the organization.
  • Undermined Authority: Leaders who constantly seek validation from their team members may struggle to command respect and authority. Employees may perceive them as weak or indecisive, undermining their ability to lead effectively.
  • Stifled Innovation: Innovation thrives in environments where diverse perspectives are encouraged and dissenting opinions are welcomed. However, a culture of people-pleasing stifles creativity and innovation by discouraging constructive criticism and honest feedback.
  • Burnout and Resentment: Being a female leader and a people-pleaser can have significant consequences for wellbeing. Constantly striving to meet others’ expectations while neglecting one’s own needs can lead to heightened stress, anxiety, and burnout. Female leaders may find themselves caught in a cycle of overwork as they attempt to juggle the demands of leadership with the desire to please everyone. This relentless pursuit of approval can take a toll on both mental and physical health, leading to exhaustion, sleep disturbances, and decreased resilience. Moreover, the pressure to maintain a façade of perfection can exacerbate feelings of impostor syndrome and undermine self-confidence. Additionally, the internal conflict between authenticity and conformity can create a sense of dissonance, leaving female leaders feeling disconnected from their true selves. This lack of alignment with one’s values and beliefs can erode self-esteem and contribute to feelings of emptiness or dissatisfaction. In the long term, the negative impact on wellbeing can extend beyond the individual to affect relationships, job performance, and overall quality of life. It’s essential for female leaders to prioritize self-care, set boundaries, and seek support to mitigate the harmful effects of people-pleasing on their wellbeing.

Moving Towards Authentic Leadership

Authentic leadership for women involves aligning actions with personal values, fostering genuine connections, and embracing vulnerability (Northouse, 2015). It emphasizes transparency, self-awareness, and integrity, allowing female leaders to inspire trust and loyalty (Avolio & Gardner, 2005). By embracing authenticity, women leaders cultivate a supportive and inclusive work culture, where individuals feel empowered to express themselves and contribute fully (Gardner et al., 2011). This approach fosters collaboration, innovation, and employee engagement, leading to improved organizational performance and greater job satisfaction (Walumbwa et al., 2008). Ultimately, authentic leadership enables women to lead with confidence and make a meaningful impact on their teams and organizations.

Breaking free from the people-pleasing trap requires a conscious effort to cultivate authenticity, assertiveness, and self-confidence. Female leaders, in particular, must challenge societal norms and stereotypes, embracing their unique strengths and leadership styles. By prioritizing open communication, fostering a culture of accountability, and leading by example, women can redefine leadership on their own terms.

So… while the temptation to people-please may be strong, particularly for women in leadership roles, it ultimately undermines the very essence of effective leadership. By embracing authenticity, assertiveness, and self-confidence, female leaders can chart a new course towards more inclusive, innovative, and sustainable leadership practices.

10 Ways to Stop being a people pleasing leader

  1. Set Boundaries: Clearly define your limits and communicate them assertively to your team. Be firm in saying no to requests or tasks that don’t align with your priorities or values.
  • Practice Self-Reflection: Take time to reflect on your motivations and behaviors. Identify instances where you’ve prioritized others’ needs over your own and explore alternative responses.
  • Develop Assertiveness Skills: Learn to express your thoughts, opinions, and needs confidently and respectfully. Practice assertive communication techniques to assert your boundaries and preferences without being overly aggressive or passive.
  • Delegate Responsibility: Trust your team members to take on tasks and make decisions independently. Delegating responsibilities not only empowers your team but also frees up time for you to focus on strategic priorities.
  • Focus on Impact: Shift your focus from seeking approval to making a positive impact. Prioritize actions and decisions based on their potential to benefit the organization and stakeholders rather than solely seeking validation.
  • Embrace Constructive Feedback: Welcome feedback from others, even if it’s critical. Use feedback as an opportunity for growth and learning rather than taking it personally or feeling the need to defend yourself.
  • Practice Self-Care: Prioritize your well-being by taking care of your physical, mental, and emotional health. Schedule regular breaks, engage in activities you enjoy, and seek support from friends, family, or a mentor.
  • Cultivate Authentic Relationships: Foster genuine connections with your team based on trust, respect, and mutual understanding. Authentic relationships encourage open communication and collaboration, reducing the need for people-pleasing behaviors.
  • Stay True to Your Values: Align your actions with your core values and principles. Make decisions that reflect your beliefs, even if they may not be popular or well-received by everyone.

Seek Professional Development: Invest in leadership development programs or coaching to enhance your leadership skills and confidence. Surround yourself with supportive peers and mentors who can provide guidance and encouragement as you navigate away from people-pleasing tendencies

References:

Abrams, D., & Hogg, M. A. (2010). Social Identity Theory: Constructive and Critical Advances. Springer Science & Business Media.

Eagly, A. H., & Carli, L. L. (2007). Women and the labyrinth of leadership. Harvard Business Review, 85(9), 62-71.

Glick, P., & Fiske, S. T. (1996). The ambivalent sexism inventory: Differentiating hostile and benevolent sexism. Journal of Personality and Social Psychology, 70(3), 491.

Morin, A. (2015). 13 Things Mentally Strong People Don’t Do: Take Back Your Power, Embrace Change, Face Your Fears, and Train Your Brain for Happiness and Success. William Morrow Paperbacks

    Why keep a dog and bark yourself ? The pitfalls of Micromanagement: Unraveling Causes, Consequences, and Employee Countermeasures

    Micromanagement, leadership approach characterized by excessive control and supervision, has long been a subject of concern in organizations worldwide. This article delves into the reasons behind leaders’ inclination to micromanage, the detrimental effects it has on both employees and the work environment, and provides some steps employees can take to address the issue.

     The 5 Key reasons why Leaders micromanage:

    • Trust and Control: Some leaders may struggle with trust issues or fear of failure, leading them to micromanage as a means of maintaining control over outcomes.
    • Perfectionism: A desire for perfection and attention to detail can push leaders to micromanage, believing that their input is crucial for achieving flawless results.
    • Lack of Confidence: Insecure leaders may feel the need to be involved in every decision and task, fearing that relinquishing control could expose their weaknesses.
    • Communication Gaps: Insufficient clarity or lack of effective communication within teams can drive leaders to micromanage to ensure tasks are executed as intended.
    • Personal Attachment: Leaders who have poured substantial effort into a project or task may find it difficult to delegate, resulting in micromanagement tendencies.

    The Consequences of Micromanagement:

    The consequences of micromanagement can be severe: employee demoralization-when constant monitoring and interference erodes employees’ motivation, job satisfaction, and self-confidence. This leads them to feel undervalued, leading to stress and burnout; Stifled creativity and innovation-micromanagement-this restricts staff autonomy and stifles their ability to think creatively or explore alternative solutions, hampering innovation within the organization, hindering growth and skill development: Lack of ownership -employees are deprived of the opportunity to take ownership of their work and develop new skills, hampering professional growth and limiting their potential; Reduced productivity- micromanagement consumes significant time and energy, diverting focus away from critical tasks, and employees become disengaged, leading to decreased productivity and compromised organizational performance: High turnover and talent loss-the negative impact of micromanagement often drives talented employees to seek more empowering work environments, leading to increased turnover rates and the loss of valuable human capital.

    What can you do if you are being micromanaged ?

    There are 5 key actions you can take if you are being micromanaged:

    1. Engage in open dialogue with the micromanaging leader, expressing concerns and requesting more autonomy and trust. Constructive feedback can help raise awareness about the impact of their behaviour.
    2. Establish Boundaries: Clearly define roles, responsibilities, and expectations. Proactively communicate progress, plans, and milestones to ensure transparency and minimize micromanagement tendencies.
    3. Demonstrate Competence: Prove your capabilities and competence through high-quality work, meeting deadlines, and taking ownership of assigned tasks. Building trust and confidence can gradually reduce the need for micromanagement.
    4. Seek Feedback: Actively seek feedback and guidance from the micromanaging leader. By demonstrating a commitment to learning and improvement, you can foster a collaborative environment and potentially mitigate micromanagement.
    5. Suggest Alternatives: Propose alternative approaches to demonstrate your ability to think critically and provide valuable insights. This can help shift the focus from constant monitoring to shared decision-making

    Micromanagement can have far-reaching consequences for both employees and organizations and understanding the underlying causes of micromanagement is crucial for employees to navigate and address this issue effectively. By fostering open communication, setting boundaries, and showcasing competence, you can strive to reduce micromanagement tendencies, foster a healthier work environment, and unleash you full potential.

    Allan, J., & Rogelberg, S. (2017). Encyclopedia of Industrial and Organizational Psychology. SAGE Publications.

    Erkutlu, H., & Chafra, J. (2018). A Comprehensive Literature Review of Micro-Managers and Micromanagement. Journal of Applied Management and Entrepreneurship, 23(1), 62-75.

    Kaur, R., & Mathur, A. (2017). Effects of Micromanagement on Employee Engagement: The Mediating Role of Psychological Ownership. Indian Journal of Industrial Relations, 52(2), 219-232.

    Rigby, D. K., & Bilodeau, B. (2018). Avoiding the Traps of Micromanagement. Harvard Business Review. Retrieved from https://hbr.org/2018/01/avoiding-the-traps-of-micromanagement