Management Styles

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Management Styles
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Management Styles

• Autocratic
• Directing
• Guiding
• Democratic
• Supporting
• Delegating
• Different strokes for different folks

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Management Styles

• Autocratic
• Tough, bottom-line, focus on production, results
• Rules, obedience, formality, personal
  power/credit
• Exploitative authoritarian
• Benevolent authoritarian

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Management Styles

• Democratic
• Consultative, humanistic, focus on people
• Consensus, informality, conflict tolerance, team
  power/team credit
• Consultative democratic style
• Participative democratic style

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Management Styles - Autocratic

• Directing The coach provides specific
  instructions and closely supervises task
  accomplishments.
• Guiding The coach continues some direction and
  closely supervises task accomplishments, but also
  explains decisions and supports progress.

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Management Styles - Democratic

• Supporting The coach facilitates and supports
  efforts to accomplish tasks and shares
  responsibility for decision making.
• Delegating The coach turns over responsibility
  for decision making, problem solving, and task
  accomplishments.

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• Managers must be flexible and change their styles
  to fit the needs of their associates.
• Coaching must be based on associates development
  needs and development level.

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Autocratic

• Directing is appropriate when a decision has to
  be made in a hurry and the stakes are high.
  Appropriate with inexperienced people.
• Structure, control and closely supervise when
  competence is low and commitment is high.

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Autocratic

• Guiding is appropriate when skills are adequate,
  but when initial enthusiasm wanes. Associates
  still need to increase skills, but they need to
  build self-esteem and confidence more.
• Guiding is effective with some competence and low
  commitment.

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Democratic

• Supporting is appropriate when people know what
  they are doing but need recognition and
  reinforcement of good habits.
• Praise, listen and facilitate with high
  competence and variable commitment.

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Democratic

• Delegating is appropriate for peak performers,
  for highly motivated associates who need little
  direction (and usually crave autonomy and
  independence).
• Turn over responsibility for day-to-day decision
  making to people with high competence and high
  commitment.

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Take Aways

• Managers should create a work environment with
  clear, behavior-specific standards that are
  reinforced by rewards and consequences which are
  implemented quickly.
• Managers should coach based on those
  behavior-specific standards using a directing,
  guiding, supporting, or delegating style based on
  associates needs.