Management Styles

1. Management Styles

2. Management Styles • Autocratic: • Directing • Guiding • Democratic: • Supporting • Delegating • Different strokes for different folks

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

4. Management Styles • Democratic: • Consultative, humanistic, focus on people • Consensus, informality, conflict tolerance, team power/team credit • Consultative democratic style • Participative democratic style

5. 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.

6. 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.

7. 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.

8. 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.

9. 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.

10. 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.

11. 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.

12. 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.