The document summarizes three basic leadership styles described in the book "The Big 3 Management Styles" by Paul B. Thornton: directing, discussing, and delegating. The directing style involves managers telling employees what to do, how to do it, and when to complete it. The discussing style involves managers asking questions to solicit employee ideas and opinions. The delegating style involves managers assigning tasks to employees and giving them authority to make decisions to complete the work.

1. Trang Kieu Thi Le

2. 3D- LEADERSHIP STYLE
 By Paul B. Thornton
 BOOK : “The Big 3 Management Styles”

3. 3D- LEADERSHIP STYLE
 According to author :
There are three basic management styles:
 • Directing
 • Discussing
 • Delegating.

4. DIRECTING

5.  DIRECTING = showing the way by conducting or
leading; imposing direction on.

6. Leadership Style 1 – “DIRECTING”
The manager tells the employee or a group
of employees the following:
 What to do ?
 How it’s to be done?
 When to have it completed by ?
?

7. THE MANAGERS :
 Assigns roles and responsibilities, sets standards,
and defines expectations
=> Appropriate:
1. Employees lack experience and don’t know what
to do
2. Mandate from senior management
3. In emergency situations

8. How managers deliver the
directions and instructions is
important. ?

9.  Eric Berne’s book, “Games People Play”
 Berne described the three parts that exist in each of
us—the parent, the child, and the adult.

10. The child part The parent part The adult part
uninhibited control mature
creative order rational
curious stability calm
impulsive judgmental Realistic , logical
=> The one who reacts by
=> The parent is always
whining,
right and
rebelling, or acting
doesn’t have to explain or
stubborn.
justify his/her actions
=> Lack in spontaneity
and feelings

11.  The mature person has a balance of each of
the three parts
 Some managers take on the role of parent,
forcing employees to assume the role of child
 A healthier relationship between manager and
employee is an adult to adult relationship

12.  => You need to organize your thoughts before you
begin to direct others.
 Provide written instructions (if the directions are
complex or lengthy)
 Sometimes it is necessary to make sure the
employee fully understands the directions
( By ask the employee to explain in his own words
what you want done)

13. Leadership Style 2 – “DISCUSSING”
 Discuss : speak with others about (something);
talk (something) over in detail;
Eg : Have a discussion

14. DISCUSSING

15. DISCUSSING STYLE MEANING
Ask focused questions to solicit ideas and
opinions
 What’s our goal? What’s the problem? What are our
options? What’s our plan?
 How should we proceed?
 When does it need to be done by?
 Who should do it?
 Why are we doing this?

16.  Managers need to ask genuine questions: “What
do you think we should do?”
 Some managers ask rhetorical questions : “Don’t
you think it would be a good idea if we…”

17.  In group settings, managers should not allow one
or two people to dominate the discussion
Ask questions and get everyone involved

18. Advise
When you use the discussing style you need to be open, curious, and interested in
learning what each of your employees thinks.
Probe and dig
Ask follow-up questions as needed.
Observe body language
…

19. Leadership Style 3 – “DELEGATING”
 Delagate = give an assignment to
(a person) to a post, or assign a
task to (a person)
 Transfer power to someone
?

21. DELEGATING STYLE MEANING
 Managers direct or discuss what needs to be
accomplished and when it must be completed.
 The employee will take action and make
decisions.
 Employees are given power and authority to make
it happen.
 Managers need to get feedback at appropriate
intervals to insure appropriate progress is being
made.

22. DELEGATING STYLE MEANING
 The delegating style is appropriate when
employees have the experience, skills, and
motivation to get the job done. (Experienced
employees want freedom to take action and solve
problems on their own)
 Certainly there are times when managers delegate
tasks that are outside an employee’s comfort
zone.

24. ADVICE
1. Delegate tasks that challenge employees but don’t
overwhelm them. Don’t over-delegate to the same
one or two “star” performers.
2. When delegating a long-term project, establish
specific follow up dates. It is useful for you to
frequently ask yourself: Am I doing something I
could easily delegate to someone else?

27. THANKS FOR WATCHING!!