The document discusses six management styles that managers should develop: directive, authoritative, affiliative, participative, pace-setting, and coaching. Each style has a different goal in motivating employees and different situations when they should or should not be used. For example, the directive style closely controls employees and is used during crises, while the coaching style develops employee skills and is avoided during crises. The document recommends managers identify which style each employee needs based on their personality, life stage, and work context, and apply the appropriate style for each employee.
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Develop Your 6 Management Styles
1. BE A BETTER MANAGER
BY DEVELOPING YOUR 6
MANAGEMENT STYLES
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you manage the way your people
need/want to be managed
25. 1. DIRECTIVE
GOAL OF MANAGER
Compliance
• The “do it the way I tell you” manager
• Closely controls employees
• Motivates by threats and discipline
USE IT
• When there is a crisis
• When deviations are risky
AVOID IT
• Employees are underdeveloped – little learning happens with
this style
• Employees are highly skilled – they become frustrated and
resentful at the micromanaging.
26. 2. AUTHORITATIVE
GOAL OF MANAGER
Give long-term direction & vision
• “Firm but fair” manager
• Gives clear direction
• Motivates by persuasion & feedback on task performance
USE IT
• Clear directions and standards needed
• The leader is credible
AVOID IT
• Employees are underdeveloped – they need guidance on what to
do
• The leader is not credible – people won’t follow your vision if
they don’t believe in it
27. 3. AFFILIATIVE
GOAL OF MANAGER
Create harmony among employees and between manager and
employees:
• The “people first, task second” manager
• Avoid conflict & emphasizes good relationships
• Motivates by keeping people happy
USE IT
• Used with other styles
• Tasks routine, performance adequate
• Counseling, helping
• Managing conflict
AVOID IT
• Performance is inadequate – affiliation does not emphasize
performance
• There are crisis situations needing direction
28. 4. PARTICIPATIVE
GOAL OF MANAGER
Build commitment & consensus
• The “everyone has input” manager
• Encourages employee input in decisions
• Motivates by rewarding team effort
USE IT
• Employees working together
• Staff have experience and credibility
• Steady working environment
AVOID IT
• Employees must be coordinated
• There is a crisis – no time for meetings
• There is a lack of competency - close supervision required
29. 5. PACE-SETTING
GOAL OF MANAGER
Accomplish tasks to a high standard
• The “do it myself” manager
• Performs many tasks personally and expects employees to follow
his/her example
• Motivates by setting high standards and expects self-direction from
employees
USE IT
• People are highly motivated, competent
• Little direction/coordination required
• When managing experts
AVOID IT
• When workload requires assistance from others
• When development, coaching & coordination required
30. 6. COACHING
GOAL OF MANAGER
Long-term professional development of employees:
• The “developmental” manager
• Helps and encourages employees to develop their strengths and
improve their performance
• Motivates by providing opportunities for professional development
USE IT
• Skill needs to be developed
• Employees are motivated and wanting development
AVOID IT
• The leader lacks expertise
• When performance discrepancy is too great – coaching managers
may persist rather than exit a poor performer
• In a crisis
31. DIRECTIVE
GOAL OF MANAGER
Compliance
• The “do it the way I tell you” manager
• Closely controls employees
• Motivates by threats and discipline
USE IT
• When there is a crisis
• When deviations are risky
AVOID IT
• Employees are underdeveloped – little learning
happens with this style
• Employees are highly skilled – they become
frustrated and resentful at the micromanaging.
AUTHORITATIVE
GOAL OF MANAGER
Give long-term direction & vision
• “Firm but fair” manager
• Gives clear direction
• Motivates by persuasion & feedback on task
performance
USE IT
• Clear directions and standards needed
• The leader is credible
AVOID IT
• Employees are underdeveloped – they need
guidance on what to do
• The leader is not credible – people won’t follow
your vision if they don’t believe in it
AFFILIATIVE
GOAL OF MANAGER
Create harmony among employees and between
manager and employees:
• The “people first, task second” manager
• Avoid conflict & emphasizes good relationships
• Motivates by keeping people happy
USE IT
• Used with other styles
• Tasks routine, performance adequate
• Counseling, helping
• Managing conflict
AVOID IT
• Performance is inadequate – affiliation does not
emphasize performance
• There are crisis situations needing direction
PARTICIPATIVE
GOAL OF MANAGER
Build commitment & consensus
• The “everyone has input” manager
• Encourages employee input in decisions
• Motivates by rewarding team effort
USE IT
• Employees working together
• Staff have experience and credibility
• Steady working environment
AVOID IT
• Employees must be coordinated
• There is a crisis – no time for meetings
• There is a lack of competency - close supervision
required
PACE-SETTING
GOAL OF MANAGER
Accomplish tasks to a high standard
• The “do it myself” manager
• Performs many tasks personally and expects
employees to follow his/her example
• Motivates by setting high standards and expects
self-direction from employees
USE IT
• People are highly motivated, competent
• Little direction/coordination required
• When managing experts
AVOID IT
• When workload requires assistance from others
• When development, coaching & coordination
required
COACHING
GOAL OF MANAGER
Long-term professional development of employees:
• The “developmental” manager
• Helps and encourages employees to develop
their strengths and improve their performance
• Motivates by providing opportunities for
professional development
USE IT
• Skill needs to be developed
• Employees are motivated and wanting
development
AVOID IT
• The leader lacks expertise
• When performance discrepancy is too great –
coaching managers may persist rather than exit a
poor performer
• In a crisis
32. I think I would add a 7th Style: Welching
(a la Jack)