The impact of Micromanagement

In a recent article posted by AHRI I was intrigued to read about Leggett v Hawkesbury Race Club Limited and the findings of the Federal Court of Australia.


A long-term employee (commencing in 1991) who was clearly deemed competent and dedicated as supported by evidence, was micromanaged beyond repair. In fact, the Race Club’s previous CEO Mr Fletcher who managed Mrs Leggett for most of her time with the club, stated that she did her job well, was trusted, and had a substantial degree of responsibility and autonomy as the Marketing Manager.



A new CEO was appointed, Mr Rudolph in May 2016, who was deemed responsible for bullying and harassment and causing a psychological injury to Mrs Leggett until she left her role in March 2017. The bullying began from the outset with continued questions around expenses that were previously approved without question.


Orders produced from the Federal Court state ‘Mrs Leggett claims that the Club contravened the Fair Work Act 2009 (Cth) by taking adverse action against her because she complained to Mr Rudolph in an email on 9 October 2016 about his ongoing behaviour