This paper spotlights the concept of "micromanager" with regards to managerial relationship between managers and employees. Micromanager can lead its co-workers to be less productivity. Monitoring each and every working detail results a daunting mission and a bad habit. Intervening and setting job priorities for employees could create a convulsive relationship between the manager and the followers. The aim of this subject review is to clarify the characteristics or symptoms of micromanager and what effects that can bring on the functional relationship in the long term. That can be perceived through knowing at what level of involving, collaborating, directing, communicating, and monitoring become micromanagers from the perspective of employees. The significance of this paper includes some advice and guidance about how to deal with micromanager to avoid engaging in functional conflicts. The review concluded what the micromanager should do in order to instill confidence within his or her staff.

Having wise and rational leadership will prosper the future of any organization. Strategic leadership is one of the highest levels of managing styles that affects every part of the decision-making process in the organization.Strategic leadershiphas required special skills and unique capabilities in creating managerial and instructional decisions that drivesuccessfor the organization. This subject review concentrates onreviewing essential characteristics of strategic leadership style and their effects on overall employees and organizational performance in order to be aneffective leadership ideal. The strategic leadership style plays a critical role in choosing the right and suitable strategic alternatives due to owningacumen experience administratively and functionally. The motivational future direction of strategic leadership increases job satisfaction. The aim of this paper is to address the issue of confining strategic thinking to the highest levels of the organizationusually. The main concern of the subject review uncovers how leaders can create bottom-up communicating path to encourage employees to think rationally.

The current research aims through its chapters to test the effect of inclusive leadership as an independent variable in open innovation strategies as a responsive variable in the office of the Ministry of Higher Education and Scientific Research, as well as to identify the levels of its availability and employ them to be more appropriate to the reality of the current conditions of the ministry in the field of research and what is required of it in light of the turbulent regulatory environment In Iraq, and based on the importance of the research topic and the great importance in which these variables were given, especially for public organizations and the interpretation of the relationships and ties between them, and the analytical approach was adopted in the completion of this research, and data were collected from (150) respondents represented by an intentional sample of (general director, assistant general manager, department director and division official) working in the ministry, and data was collected using the questionnaire and with the help of field visits and personal interviews with a number of the sample researched, and the data was analyzed through a set of statistical programs (Amos, Spss, Excel), and the results showed the validity of the assumptions of correlation relationships. And the impact on the level of the main variables (inclusive leadership, open innovation strategies) and sub-dimensions were significant, and the inclusive leadership has an active and essential role in adopting open innovation strategies.

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