Diminisher

Diminisher is a term used in leadership and organizational behavior to describe a leader who reduces the capabilities or initiative of others, often unintentionally. Diminishers tend to solicit input primarily to direct it back to themselves, micromanage, or shoot down ideas rather than cultivate talent. They may dominate meetings, ask questions that steer decisions, hoard information, or take credit for others’ work. The result is a workforce that learns less, takes fewer risks, and relies more on the leader’s guidance than on collaborative problem solving.

The concept gained prominence in modern management literature, notably in Liz Wiseman’s book Multipliers, in which Diminishers are contrasted with Multipliers—leaders who amplify the intelligence and capabilities of their teams by delegating authority, inviting diverse input, and fostering psychological safety.

Contexts and examples: Diminishers might assign routine tasks rather than growth-challenging work; repeatedly veto ideas without exploration; or underestimate team members’ abilities, sending a message that only the leader can think effectively. The label can apply to individuals at any level, not just executive roles, and may be observed in organizations across industries.

Impact and responses: Diminisher behavior is associated with reduced employee engagement, slower learning, lower innovation, and higher turnover. Mitigation strategies include leadership development focused on delegation, feedback literacy, building a culture of psychological safety, transparent decision rights, and training in curiosity and listening.

See also: Multipliers, leadership, empowerment, psychological safety, delegation.