Managerial Styles

Managerial Styles

Management Styles

According to Hay-McBer there are six key leadership or management styles.

DIRECTIVE

The DIRECTIVE (Coercive) style has the primary objective of immediate compliance from employees:

·        The ―do it the way I tell you‖ manager

·        Closely controls employees

·        Motivates by threats and discipline

Effective when:

·        There is a crisis

·        When deviations are risky

Not effective when:

·        Employees are underdeveloped – little learning happens with this style

·        Employees are highly skilled – they become frustrated and resentful at the micromanaging.

AUTHORITATIVE

The AUTHORITATIVE (Visionary) style has the primary objective of providing long-term direction and vision for employees:

·        The ―firm but fair‖ manager

·        Gives employees clear direction

·        Motivates by persuasion and feedback on task performance

Effective when:

·        Clear directions and standards needed

·        The leader is credible Ineffective when:

·        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

The AFFILIATIVE style has the primary objective of creating harmony among employees and between manager and employees:

·        The ―people first, task second‖ manager

·        Avoids conflict and emphasizes good personal relationships among employees

·        Motivates by trying to keep people happy

Effective when:

·        Used with other styles

·        Tasks routine, performance adequate

·        Counselling, helping

·     Managing conflict Least effective when:

·        Performance is inadequate – affiliation does not emphasise performance

·        There are crisis situations needing direction

PARTICIPATIVE

The PARTICIPATIVE (Democratic) style has the primary objective of building commitment and consensus among employees:

·        The ―everyone has input‖ manager

·        Encourages employee input in decision making

·     Motivates by rewarding team effort

Effective when:

·        Employees working together

·        Staff have experience and credibility

·        Steady working environment

Least effective when:

·        Employees must be coordinated

·        There is a crisis – no time for meetings

·        There is a lack of competency – close supervision required

PACESETTING

The PACESETTING style has the primary objective of accomplishing tasks to a high standard of excellence:

·        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

Effective when:

·        People are highly motivated, competent

·        Little direction/coordination required

·        When managing experts

Least effective when:

·        When workload requires assistance from others

·        When development, coaching & coordination required

COACHING

The COACHING style has the primary objective of 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

Effective when:

·        Skill needs to be developed

·        Employees are motivated and wanting development Ineffective when:

·        The leader lacks expertise

·        When performance discrepancy is too great – coaching managers may persist rather than exit a poor performer