What you complain about in an employee, you also cause yourself!
Are the employees in resistance? - Could it be that you're putting the pressure on?
Are the employees dependent? - Can it be that you show how it works?
Is there mistrust? - Could it be that you don't always do what you say?
The list goes on and on...
Unwanted behaviour (of the employee) is very often involuntarily triggered by the manager. Resistance is an (understandable) reaction of the employee to pressure that he cannot understand. Independence is a logical reaction to premature assistance ("I'll wait and see, in the end the boss will do it his way anyway")
That's why it's worth taking a look at yourself as a manager: Am I too demanding, am I unclear? Am I being too impatient?
Even if I, as a manager, am convinced that the employee is acting stupidly, childishly, inappropriately - the question "what should he do?" is more effective than "what should he do?": "What helps to generate the desired behaviour?" Pressure is rare.
Looking at yourself sometimes feels wrong, like an admission of guilt. That's not the point. It's about overcoming the blockade. And someone has to start.
Sources and further links
Remotely inspired by the conflict concept of Fritz Glasl.
Related to Schmidt's intention and effect
Resistance is not childish - it's lymbic
A different view of the same thing: reality is individual