6 Management Styles
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6 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.
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Transcript of 6 Management Styles
6 Management Styles
According to Hay-McBer there are six key leadership or management styles.
DIRECTIVEThe DIRECTIVE (Coercive) style has the primary objective of immediate compliance from employees:The “do it the way I tell you” managerClosely controls employeesMotivates by threats and disciplineEffective when:There is a crisisWhen deviations are riskyNot effective when:Employees are underdeveloped – little learning happens with this styleEmployees are highly skilled – they become frustrated and resentful at the micromanaging.
AUTHORITATIVEThe AUTHORITATIVE (Visionary) style has the primary objective of providing long-term direction and vision for employees:The “firm but fair” managerGives employees clear directionMotivates by persuasion and feedback on task performanceEffective when:Clear directions and standards neededThe leader is credibleIneffective when:Employees are underdeveloped – they need guidance on what to doThe leader is not credible – people won’t follow your vision if they don’t believe in it
AFFILIATIVEThe AFFILIATIVE style has the primary objective of creating harmony among employees and between manager and employees:The “people first, task second” managerAvoids conflict and emphasizes good personal relationships among employeesMotivates by trying to keep people happyEffective when:Used with other stylesTasks routine, performance adequateCounselling, helpingManaging conflictLeast effective when:Performance is inadequate – affiliation does not emphasise performanceThere are crisis situations needing direction
PARTICIPATIVEThe PARTICIPATIVE (Democratic) style has the primary objective of building commitment and consensus among employees:The “everyone has input” managerEncourages employee input in decision makingMotivates by rewarding team effortEffective when:Employees working togetherStaff have experience and credibilitySteady working environmentLeast effective when:Employees must be coordinatedThere is a crisis – no time for meetingsThere is a lack of competency – close supervision required
PACESETTINGThe PACESETTING style has the primary objective of accomplishing tasks to a high standard of excellence:The “do it myself” managerPerforms many tasks personally and expects employees to follow his/her exampleMotivates by setting high standards and expects self-direction from employeesEffective when:People are highly motivated, competentLittle direction/coordination requiredWhen managing expertsLeast effective when:When workload requires assistance from othersWhen development, coaching & coordination required
COACHINGThe COACHING style has the primary objective of long-term professional development of employees:The “developmental” managerHelps and encourages employees to develop their strengths and improve their performanceMotivates by providing opportunities for professional development Effective when:Skill needs to be developedEmployees are motivated and wanting developmentIneffective when:The leader lacks expertiseWhen performance discrepancy is too great – coaching managers may persist rather than exit a poor performerIn a crisis
