Hands-On Managers - Pro et contra

While each style involves a boss being very active in his management role, a hands-on manager generally is viewed as more favorable to employees. Leading by example without intruding on the talents and work of employees typically leads to management success.

Hands-On Basics

A hands-on manager is actively involved in some of the same type of work as the employees he leads. In a retail environment for instance, a hands-on manager not only coaches his team of sales and service associates, but he also is actively involved in these tasks. In general, a hands-on manager spends more time interacting directly with employees and working on tasks. This contrasts with a manager who has a more hands-off approach and spends a lot of time in his office making decisions and delegating tasks.

Pros and Cons

Hands-on managers often are described as leaders by example because they show a willingness to engage in the same type of work as their employees. By working closely with employees, the hands-on manager also is more aware of coaching and training needs. He has more regular contact with customers and can help build good customer relationships. A hands-on manager must be careful about getting so involved in the routine work of his employees that he becomes intrusive. This can alienate workers and prevent the manager from supervising and coaching his team.

Micromanagers are essentially hands-on managers who overstep the bounds of management and get too involved in the work of their employees. A micromanager tends to assign tasks to employees and then hover over them while they complete the work. Rather than following up after the employee finishes the task, he closely oversees the work and offers constant feedback and critique. Some micromanagers struggle to delegate work, and they closely watch for mistakes or errors so they can jump in to help. Micromanagement involves an extreme approach to hands-on management. These managers can cause major problems in production and efficiency. Too much oversight of work can demotivate workers and cause them to lose confidence in their abilities. Additionally, managers who are too involved in employees' work may not be performing their roles as managers adequately. A good manager typically spends significant time planning strategies, training and coaching employees. Taking on work that should be delegated distracts from these activities. If uncorrected, micromanagement leads to low employee morale and attrition.

• There is a fine line between being hands-on and micromanaging, which can fuel resentment and interfere with morale.
• Training and coaching needs vary from job to job, and overtraining can lead to employees feeling they are being micromanaged and are not trusted. 
• Hands-on managers tend to be less effective with demotivated employees who are more resentful of managers too involved in their day to day tasks.
• It can be more difficult for hands-on managers to deal with performance issues, as they are too close to the people reporting to them.
• Overmanagement can hamper the performance of the best performers who feel they don’t need daily management.
• Working too closely with employees can blur the lines of manager versus a friend.

Hands-on managers can see better performance from their team in the right scenario. However, in departments where employees have more freedom to complete their responsibilities with limited supervision, hands-on management can lead to resentment.