Psychological Flexibility as a Moderator Between Micromanagement Leadership and Employee Performance in Contemporary Organizations

Abstract

Hybrid work arrangements and intensified monitoring technologies have renewed concerns about micromanagement leadership in contemporary organizations. Micromanagement is characterized by excessive control, frequent checking, and limited delegation, and it is commonly linked with reduced autonomy, lower motivation, and performance deterioration. In parallel, psychological flexibility, grounded in Acceptance and Commitment Therapy (ACT), has been identified as a personal resource that supports adaptive functioning under stress through acceptance, present-moment awareness, values, and committed action. This conceptual paper discusses micromanagement leadership, psychological flexibility, and employee performance, and it proposes a conceptual framework in which psychological flexibility moderates the relationship between micromanagement leadership and employee performance. The paper concludes with suggestions for future empirical studies regarding research paradigms, units of analysis, sampling, and measurement.