The document discusses six management styles that managers should develop: directive, authoritative, affiliative, participative, pace-setting, and coaching. Each style has a different goal in motivating employees and different situations when they should or should not be used. For example, the directive style closely controls employees and is used during crises, while the coaching style develops employee skills and is avoided during crises. The document recommends managers identify which style each employee needs based on their personality, life stage, and work context, and apply the appropriate style for each employee.

1. BE A BETTER MANAGER
BY DEVELOPING YOUR 6
MANAGEMENT STYLES
Selena Sol presents…..
selena@selenasol.com
http://www.linkedin.com/pub/eric-tachibana/0/33/b53
http://www.slideshare.net/selenasol/presentations
because you get the best results when
you manage the way your people
need/want to be managed

2. Every employee has a unique personality

3. Which means that they are motivated by
different things

4. Some are introverts

5. Others are extroverts

6. Some people are born to think through
problems

7. Others use their feelings

8. Whatever the case, as a manager, you
cannot change who your employees are
in their core

9. Not only that….

10. But those same people are also going
through their own lifecycles

11. What motivates them now may be
different from what motivated them last
year

12. Whether the person is an introvert or an
extravert, they need different things in
life at ages 1, 6, 18, 24, 35, or 50

13. Finally, the context of work keeps
changing

14. Sometimes the strategy is to slowly
support the status quo

15. Other times it is all about urgent and
major change

16. If you are a manager

17. Your job is to motivate

18. So if everyone is different

19. And everyone is changing over time

20. And the nature of work is changing too

21. You cannot manage with one single style

22. Hay / Ber propose that you should have
at least 6 Management Styles in your
toolkit.

23. 1. Directive
2. Authoritative
3. Affiliative
4. Participative
5. Pace-Setting
6. Coaching

24. Rosalind Cardinal summed them up
nicely as follows….

25. 1. DIRECTIVE
GOAL OF MANAGER
Compliance
• The “do it the way I tell you” manager
• Closely controls employees
• Motivates by threats and discipline
USE IT
• When there is a crisis
• When deviations are risky
AVOID IT
• Employees are underdeveloped – little learning happens with
this style
• Employees are highly skilled – they become frustrated and
resentful at the micromanaging.

26. 2. AUTHORITATIVE
GOAL OF MANAGER
Give long-term direction & vision
• “Firm but fair” manager
• Gives clear direction
• Motivates by persuasion & feedback on task performance
USE IT
• Clear directions and standards needed
• The leader is credible
AVOID IT
• 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

27. 3. AFFILIATIVE
GOAL OF MANAGER
Create harmony among employees and between manager and
employees:
• The “people first, task second” manager
• Avoid conflict & emphasizes good relationships
• Motivates by keeping people happy
USE IT
• Used with other styles
• Tasks routine, performance adequate
• Counseling, helping
• Managing conflict
AVOID IT
• Performance is inadequate – affiliation does not emphasize
performance
• There are crisis situations needing direction

28. 4. PARTICIPATIVE
GOAL OF MANAGER
Build commitment & consensus
• The “everyone has input” manager
• Encourages employee input in decisions
• Motivates by rewarding team effort
USE IT
• Employees working together
• Staff have experience and credibility
• Steady working environment
AVOID IT
• Employees must be coordinated
• There is a crisis – no time for meetings
• There is a lack of competency - close supervision required

29. 5. PACE-SETTING
GOAL OF MANAGER
Accomplish tasks to a high standard
• 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
USE IT
• People are highly motivated, competent
• Little direction/coordination required
• When managing experts
AVOID IT
• When workload requires assistance from others
• When development, coaching & coordination required

30. 6. COACHING
GOAL OF MANAGER
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
USE IT
• Skill needs to be developed
• Employees are motivated and wanting development
AVOID IT
• The leader lacks expertise
• When performance discrepancy is too great – coaching managers
may persist rather than exit a poor performer
• In a crisis

31. DIRECTIVE
GOAL OF MANAGER
Compliance
• The “do it the way I tell you” manager
• Closely controls employees
• Motivates by threats and discipline
USE IT
• When there is a crisis
• When deviations are risky
AVOID IT
• Employees are underdeveloped – little learning
happens with this style
• Employees are highly skilled – they become
frustrated and resentful at the micromanaging.
AUTHORITATIVE
GOAL OF MANAGER
Give long-term direction & vision
• “Firm but fair” manager
• Gives clear direction
• Motivates by persuasion & feedback on task
performance
USE IT
• Clear directions and standards needed
• The leader is credible
AVOID IT
• 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
GOAL OF MANAGER
Create harmony among employees and between
manager and employees:
• The “people first, task second” manager
• Avoid conflict & emphasizes good relationships
• Motivates by keeping people happy
USE IT
• Used with other styles
• Tasks routine, performance adequate
• Counseling, helping
• Managing conflict
AVOID IT
• Performance is inadequate – affiliation does not
emphasize performance
• There are crisis situations needing direction
PARTICIPATIVE
GOAL OF MANAGER
Build commitment & consensus
• The “everyone has input” manager
• Encourages employee input in decisions
• Motivates by rewarding team effort
USE IT
• Employees working together
• Staff have experience and credibility
• Steady working environment
AVOID IT
• Employees must be coordinated
• There is a crisis – no time for meetings
• There is a lack of competency - close supervision
required
PACE-SETTING
GOAL OF MANAGER
Accomplish tasks to a high standard
• 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
USE IT
• People are highly motivated, competent
• Little direction/coordination required
• When managing experts
AVOID IT
• When workload requires assistance from others
• When development, coaching & coordination
required
COACHING
GOAL OF MANAGER
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
USE IT
• Skill needs to be developed
• Employees are motivated and wanting
development
AVOID IT
• The leader lacks expertise
• When performance discrepancy is too great –
coaching managers may persist rather than exit a
poor performer
• In a crisis

32. I think I would add a 7th Style: Welching
(a la Jack)

33. Sometimes an employee simply needs
to be managed out

34. Because, for whatever reason, they’re
just not having fun and no amount of
Jedi management is going to change
that

35. Whatever the case, your job as a
maturing manager is to master all these
styles

36. Get good at identifying which style is
needed for each of your employees
based on their personality, their life
context, and the work context

37. And then get good at executing the right
style at the right time for each employee
at the same time

38. Good luck

39. 45 years later, I’m still working on it….