The role of the supervisor is critical in enhancing employee motivation. Supervisors involves more than enhancing motivation

1. Dimension of Supervisory Style
The Role of Supervisor
DPA 306: HUMAN RESOURCE MANAGEMENT AND
DEVELOPMENT
JOSEFINA B. BITONIO, DPA
PROFESSOR
PRESENTED BY:
GILBERTO S. CARIÑO, MPA
DPA STUDENT

2. The Role of Supervisor
(Legaspi) The role of the supervisor is critical in enhancing employee
motivation. Supervisors involves more than enhancing motivation.
• It also include planning the way the work is to be accomplished;
• Coordinating the efforts of the workers/subordinates;
• Monitoring and controlling performance;
• Interacting with both the superiors and subordinates;
• Priority: motivate workers or employee to do their best work;
and
• Focus primarily on the “people” aspects of management.
All of these elements constitute the style of supervision.

3. Three Dimension of Supervisory Style
Tannenbum and Schmidt Model (taken from Peterson and Tracy, p3) as cited by Legaspi: Human Resource Management
Action sets
no limits on
subordinates
Autocratic
Authoritarian Democratic
Laissez-Faire
1. One-dimensional continuum : The Autocratic-Laissez-Faire or Authoritarian-Democratic Continuum

4. Three Dimension of Supervisory Style
One-dimensional continuum : The Autocratic-Laissez-Faire or Authoritarian-Democratic Continuum

5. Three Dimension of Supervisory Style
2. Two-dimensional model
The model stresses two primary
independent dimensions of
leader behavior. The first
dimension is called “Initiating
Structure” which includes such
activities as assigning work,
insisting on the application of
work standard, requiring that
the supervisor be kept informed,
encouraging overtime work,
criticizing poor work, and
exerting pressure toward more
work effort.

6. Three Dimension of Supervisory Style
2. Two-dimensional model
The second dimension is
consideration includes
behavior such as helping
subordinates with their
personal problems, expressing
appreciation for good work and
avoiding criticism of poor work,
considering employee’s
feelings, treating, subordinates
as equals, being receptive to
suggestion, and consulting with
subordinates about changes.

7. Three Dimension of Supervisory Style
• This dimension emphasize the role of
the supervisor as a “Facilitator”
• Supervisor encourages the employee
to suggest work improvements;
• Asks the subordinates for their ideas
when faced with a difficult problem;
• Encourages subordinates to look for
better ways to do the job; and
• Assigns and designs tasks or jobs that
are challenging
3. Third dimension-facilitating development

8. What Are Supervisory
Styles? Levinson, 2018) A supervisory style is your
approach to directing, managing,
motivating and communicating with
employees. There are many leadership
styles, each with their strengths and
weaknesses. While certain supervisory
styles are commonly considered superior
methods, the reality is that no leadership
style is one-size-fits-all. A good leader
knows when and how to use the various
supervisory styles to maximize results from
his or her team.
Supervisory style says a lot about how you
lead people, including how you
communicate, how controlling you are and
how much input you allow into your
decision-making process

9. Type of Supervisory Styles
-Leader focuses on one-on-one development with
an employee
-Relationship often looks like that of a mentor and
mentee
-Helps develop an individual to get the most out of
their performance, priming them for bigger things
-Coach must learn the worker’s strengths and
weaknesses
-Coaching is an excellent supervisory style to use
when an employee or team member is struggling or
becoming disengaged from their work.
-Can work for highly motivated individuals who are
looking to gain promotion
COACHING

10. The performance of the office and every
individual shall be regularly monitored at
various levels. Monitoring and evaluation
mechanisms ensure that timely and
appropriate steps can be taken to keep a
program on track, and that its objectives or
goals are met in the most effective manner.
Managers and supervisors act as coaches
and mentors to provide an enabling
environment/intervention to improve team
performance, and to manage and develop
individual potentials.
The need for performance monitoring and coaching

12. Office of the President
COOPERATIVE DEVELOPMENT AUTHORITY
COACHING JOURNAL
DATE OF COACHING SESSION DETAILS REMARKS
One-on-One Coaching: _______
Team Coaching: ____________
1. GOAL
Goal: Defines the preferred or desired outcome of a resoluton to the issue.
This can be broken down into different areas; long-term, medium term,
short term, for this session
Goals might seem to be concrete when they are being defined, but the
coach needs to be aware that goals are organic and can change according
to circumstances, mood, outside influences so should be checked
periodically throughout the intervention.
2. REALITIES
Reality: Where are we now in respect of the focal issue? Where are we in
respect of the desired outcomes (goals)?

13. Office of the President
COOPERATIVE DEVELOPMENT AUTHORITY
COACHING JOURNAL
3. OPTIONS
Options: What are the coachee's options in moving forward towards the
goal or outcome? This is an area in which a less experienced coach can
be misled by a client into accepting a handful of options, but should be
pushing hard to unleash or unlock some 'wildcard' options. Engaging with
the coachee's creativity to find innovative or wacky possibilities can
sometimes reveal new routes to success.
DETAILS REMARKS
4. WILL/ WAY FORWARD
Way forward: Once coach and coachee have explored some options and
discarded the impossible or impractical it's time to decide on the way
forward. The coach should be willing to hold the coachee accountable for
his or her actions, so an exact timeframe is important. To smooth the way,
it might help if the coach can remind the client that the whole can be
undertaken in many small steps, so the way forward might mean one simple
task being accomplished in a set time, with further clearly defined actions
to follow from there.
_________________________ ____________________ ________________
Name of the Coachee Name of the Coach Date

14. GROW model
A good structure for coaching follows the initiated by John Whitmore:
Goals – The coachee tells his/her coachee what it is that he/she wants to
achieve.
Reality – The coachee describes the current situation and/or challenges
that he/she is facing.
Opportunities – The coachee determines his/her perceived solutions or
remedies for the current situation.
Way Forward – The coachee decides on an option that he/she shall
execute to overcome the present challenge.
http://www.csc.gov.ph/2014-02-21-08-16-56/2014-02-21-08-17-24/2014-02-28-06-38-04.html

15. Type of Supervisory Styles
AFFILIATIVE
-Encourages teamwork and brings workers together
-Often used to boost morale or bring a disjointed team together
-Style of leadership is positive, encouraging and social
-It’s great to connect employees and boost engagement with
one another
-This style of leadership is best used in conjunction with other
leadership styles
PACESETTING
-Sets a high bar and expects all employees to reach it
-Leader is continually working to improve performance,
efficiency and outcomes
-This supervisory style can occasionally leave employees
feeling overwhelmed and frustrated.

16. Type of Supervisory Styles
AUTOCRATIC
-Leader makes all the decisions without the input of the
team
-The leader believes they know best, and doesn’t trust
others to take the lead
-Autocratic leaders are controlling and authoritative
-Don’t leave much room for input
-This supervisory style can cause employees to lose
interest in work, or check out completely.
BUREAUCRATIC
-Leader is a stickler for the rules, and prefers to follow
procedures to the letter
-For highly-regulated industries such as manufacturing
work, or jobs where safety is a chief concern, bureaucratic
leadership is successful
-In creative or problem-solving fields, this supervisory
style is likely too strict and by-the-book.

17. Type of Supervisory Styles
LAISSEZ-FAIRE (DELEGATIVE)
-Laissez-faire or delegative leader is the polar opposite of
an autocratic leader
-Leader lets their employees do what they wish with
relatively little supervision or direction
-Leader exercises a hands-off approach, allowing workers
to handle tasks as they see fit
-In some cases, this supervisory style makes sense.
However, for a team that requires direction and
communication, a delegative leadership style is less than
ideal

18. Type of Supervisory Styles
DEMOCRATIC/PARTICIPATORY
-Leader includes team member input in all
decisions, but ultimately makes the final
call
-Encourages the team’s creativity and
engagement in projects
-Because of the participatory process,
teams under democratic leaders can have
slower results and lower productivity
-Employees turn in higher quality work
under democratic leadership and enjoy a
high level of job satisfaction
-This leadership style is known as one of
the strongest supervisory styles.

19. Type of Supervisory Styles
TRANSFORMATIONAL
-A transformational leader wants nothing more
than to make a change
-Motivates every team member with their strong
communication skills, empathy and vision
-Have a high level of social intelligence and a
knack for elevating everyone around them.
TRANSACTIONAL
-A transactional leader prefers to establish a clear
chain of command, with every person on the team
having a defined role.
-Treats work as a transaction
-Good work is rewarded, while poor work is
frowned upon.

20. Type of Supervisory Styles
SERVANT
-A servant leader is the ultimate team player
-Tending to lead by example, this person motivates all those around
them
-These leaders work hard, show integrity and embody strong company
values.
-A servant leader also consults all team members on decisions
-This leader is likely to take responsibility for team failures, while giving
the team all of the credit for wins
-Employees usually feel respect and loyalty for leaders who use this
supervisory style.
SITUATIONAL
-Leader utilizes elements from every type of leadership when
necessary
-Style of leadership is adaptive and flexible
-Leader chooses the supervisory style a particular situation calls for
-Experts consider situational leadership to be among the strongest
styles of leadership

23. REFERENCES
• Legaspi, Perla, DPA: Human Resource Management
• Civil Service Commission – UNDP – Supervisory Development Course Track II & III
• www.youtube.com
• www.wikipedia.com
• www.timebusiness.com
• www.expertprogrammanagement.com
• Role of Supervisor , htps://www.managementstudyguide.com/role_of_supervisor.htm
Retrieve 30 August 2019
• Levinson, Chelsea : Different Supervisory Styles of Managers ,
https://bizfluent.com/info-7736754-different-supervisory-styles-managers.html
Retrieved 30 August 2019