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.

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 emphases 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
• In a crisis