Whats Your Management Style
Whats Your Management Style
You as a leader need to adopt the right style to fit the situation and the person. But what I am saying is that some styles are better suited to certain situations than others.
And also, if you keep to the same style no matter what the situation this can have adverse affects from you staff and performance.
So, want to know what the 6 managerial styles are and what they mean?
Here goes!
** THE COERCIVE MANAGEMENT STYLE **
Manager who uses this is intent on obtaining immediate compliance from employees. Conversation is one way.
Very directive. He/she tightly controls situations and emphasizes negative rather than positive feedback.
The manager wants employees to do their work exactly as the manager wants it.
** HOMEWORK **
Do you use this style?
What situations do you think it would be appropriate to use this style?
What situations do you think it would not be appropriate to use this style?
** THE AUTHORITATIVE MANAGEMENT STYLE **
The manager's goal here is to provide vision and focused leadership. Long term thinking and a clearly stated direction.
Decisions are made by the manager but some employee input is sought to reality test decisions. This style also relies on the skillful use of influence to gain employee buy-in to decisions. A firm but fair approach.
** HOMEWORK **
Do you use this style?
What situations do you think it would be appropriate to use this style?
What situations do you think it would not be appropriate to use this style?
** THE AFFILIATIVE MANAGEMENT STYLE **
Manager uses this to promote harmony, cooperation, and good feelings among employees.
Affiliative actions include accommodating family needs that conflict with work goals, quickly smoothing tensions between employees, or promoting social activities within the team.
The manager pursues being liked as a way to motivate people.
He/she puts people first and tasks second.
** HOMEWORK **
Do you use this style?
What situations do you think it would be appropriate to use this style?
What situations do you think it would not be appropriate to use this style?
** THE DEMOCRATIC MANAGEMENT STYLE **
Manager focuses on building group consensus and commitment through group management of the decision-making process.
Requires a hands-off style and a heavy emphasis on team participation. Employees are trusted to have the skills, knowledge and drive to come up with decisions to which everyone is committed.
Manager's role is only to fine-tune and approve the plan.
** HOMEWORK **
Do you use this style?
What situations do you think it would be appropriate to use this style?
What situations do you think it would not be appropriate to use this style?
** THE PACESETTING MANAGEMENT STYLE **
Manager uses this style to focus on accomplishing a great deal of top quality work him-or herself. Employees are thought capable of achieving their own goals with little supervision.
When performance is not up to standard, the manager will do it him- or herself.
Emphasis on "Doing it myself"
** HOMEWORK **
Do you use this style?
What situations do you think it would be appropriate to use this style?
What situations do you think it would not be appropriate to use this style?
** THE COACHING MANAGEMENT STYLE **
Directed towards professional growth of employees.
Manager focuses on helping employees identify their strengths and weaknesses, improvement areas and set development plans that foster career goals.
Manager creates an environment that supports honest self- assessment and treats mistakes as learning opportunities in the development process.
** HOMEWORK **
Do you use this style?
What situations do you think it would be appropriate to use this style?
What situations do you think it would not be appropriate to use this style?
You will always have a dominant style that you use more than any other. It's always really interesting to see the mix of how often you use the other styles as well.
Think about what styles you use the most often.
Are they effective?
Are you a one dimensional leader that uses the same style over and over again?
What could you do to develop you skills in the other managerial styles?
I'll leave them with you!
Whats Your Management Style - To learn more about this author, visit Sean McPheat's Website.
Like this article? Share it with your friends
All in all there are 6 managerial styles. Now what I am not saying is that there are any right or wrong answers here.
You as a leader need to adopt the right style to fit the situation and the person. But what I am saying is that some styles are better suited to certain situations than others.
And also, if you keep to the same style no matter what the situation this can have adverse affects from you staff and performance.
So, want to know what the 6 managerial styles are and what they mean?
Here goes!
** THE COERCIVE MANAGEMENT STYLE **
Manager who uses this is intent on obtaining immediate compliance from employees. Conversation is one way.
Very directive. He/she tightly controls situations and emphasizes negative rather than positive feedback.
The manager wants employees to do their work exactly as the manager wants it.
** HOMEWORK **
Do you use this style?
What situations do you think it would be appropriate to use this style?
What situations do you think it would not be appropriate to use this style?
** THE AUTHORITATIVE MANAGEMENT STYLE **
The manager's goal here is to provide vision and focused leadership. Long term thinking and a clearly stated direction.
Decisions are made by the manager but some employee input is sought to reality test decisions. This style also relies on the skillful use of influence to gain employee buy-in to decisions. A firm but fair approach.
** HOMEWORK **
Do you use this style?
What situations do you think it would be appropriate to use this style?
What situations do you think it would not be appropriate to use this style?
** THE AFFILIATIVE MANAGEMENT STYLE **
Manager uses this to promote harmony, cooperation, and good feelings among employees.
Affiliative actions include accommodating family needs that conflict with work goals, quickly smoothing tensions between employees, or promoting social activities within the team.
The manager pursues being liked as a way to motivate people.
He/she puts people first and tasks second.
** HOMEWORK **
Do you use this style?
What situations do you think it would be appropriate to use this style?
What situations do you think it would not be appropriate to use this style?
** THE DEMOCRATIC MANAGEMENT STYLE **
Manager focuses on building group consensus and commitment through group management of the decision-making process.
Requires a hands-off style and a heavy emphasis on team participation. Employees are trusted to have the skills, knowledge and drive to come up with decisions to which everyone is committed.
Manager's role is only to fine-tune and approve the plan.
** HOMEWORK **
Do you use this style?
What situations do you think it would be appropriate to use this style?
What situations do you think it would not be appropriate to use this style?
** THE PACESETTING MANAGEMENT STYLE **
Manager uses this style to focus on accomplishing a great deal of top quality work him-or herself. Employees are thought capable of achieving their own goals with little supervision.
When performance is not up to standard, the manager will do it him- or herself.
Emphasis on "Doing it myself"
** HOMEWORK **
Do you use this style?
What situations do you think it would be appropriate to use this style?
What situations do you think it would not be appropriate to use this style?
** THE COACHING MANAGEMENT STYLE **
Directed towards professional growth of employees.
Manager focuses on helping employees identify their strengths and weaknesses, improvement areas and set development plans that foster career goals.
Manager creates an environment that supports honest self- assessment and treats mistakes as learning opportunities in the development process.
** HOMEWORK **
Do you use this style?
What situations do you think it would be appropriate to use this style?
What situations do you think it would not be appropriate to use this style?
You will always have a dominant style that you use more than any other. It's always really interesting to see the mix of how often you use the other styles as well.
Think about what styles you use the most often.
Are they effective?
Are you a one dimensional leader that uses the same style over and over again?
What could you do to develop you skills in the other managerial styles?
I'll leave them with you!
Whats Your Management Style - To learn more about this author, visit Sean McPheat's Website.
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Jay Kubassek(Jay's Full Bio: EvanCarmichael.com/jaykubassek) In five years, Canadian-born entrepreneur Jay Kubassek went from selling mufflers at a Midas franchise to revolutionizing Internet marketing with the 2004 launch of CarbonCopyPRO, a online marketing education company, now worth over $20 million with customers in over 160 countries.
As an independent film producer, his upstart film fund Aliquot Films is currently producing a films with Spike Lee and Abel Fererra (starring Ethan Hawke and Dennis Hopper.)
Jay's entrepreneurial spirit is irrepressible. He’s the owner of five companies, a professional speaker and trainer, international real estate developer/investor, extreme sport enthusiast and emerging philanthropist. Jay resides in NYC with his wife Jamie, son Milo and dog Cooper. Visit Jay's official website: www.JayKubassek.com - Visit Jay Kubassek's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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Stephanie RobeyStephanie Robey is President and CoFounder of Pivot Positive, LLC - an Internet marketing business focused on helping people start work at home ventures. Previously, she was employed at The Search Agency with over 20 years experience in graphic design and 10 years experience in online marketing. She was responsible for launching the Conversion Path Optimization (CPO) unit where she and her team have conducted hundreds of optimization tests for online companies across multiple verticals. She is a successful entrepreneur having started and sold 2 companies and remains on the board of directors of the third, PhotoSpin.com Stephanie began her career in the direct marketing realm creating and producing direct mail for many of the major cable television companies and directly attributes her understanding of Internet marketing to those early offline experiences. Stephanie is a graduate of San Diego State University with a BFA in Graphic Arts and also holds an Executive MBA from the Graziadio School of Business and Management at Pepperdine University. Read Steph's Blog Meet Steph and Dave Sign up for our Free 7-Day BootCamp: Self Employed & Rich - Visit Stephanie Robey's Website |
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