Management styles uncovered: what’s yours?

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Take our quiz to get to know the six different types of management, and find out which traits you embody to help you hone your leadership technique. ‘Like parenthood,’ wrote Daniel Goleman in his now iconic 2000 Harvard Business Review article on management styles, ‘leadership will never be an exact science. But neither should it be a complete mystery to those who practise it.’ As a people manager, you may struggle to define your own leadership technique. That may be because your style fluctuates according to your changing environment. And that, said Goleman, is the mark of a truly, effective and successful leader. A Harvard University Psychologist study found that of the leaders of a global food and drinks company who could draw on a variety of the six key management styles, vastly outperforming those with fewer strings to their bows, scoring higher in annual performance reviews and taking home bigger bonuses. Moreover their entire divisions outperformed others’ by as much as 20%. Our quiz, then, is less about defining which single ‘type’ of manager you are, and more about encouraging you to think which styles you naturally adopt, and which you can learn to incorporate into your skillset to enable the greatest opportunity for success. For each of the management styles below, tick off those characteristics that you can identify a concrete example of having adopted this style, or where the sentiment particularly resonates with you. Then look at the times this style can be most and least effective, considering if you need to up your skills depending on your environment, or whether you’re using any inappropriately.

The COERCIVE management style

Characteristics:

  • I closely monitor my team members
  • I define in detail how I want tasks to be performed
  • I stick to my guns if I think my way is the right way
  • I am completely comfortable making tough or unpopular decisions
  • I am comfortable threatening discipline if all else fails

Effective when

Ineffective when

Immediate compliance is required, in an emergency situation or when things need to change and fast Collaboration, new ideas or team work are essential to success
To deviate from the set path would be risky for business Employees are very junior – this style inhibits learning
A clear message of change needs to be sent to a team, or a division needs ‘shocking’ into action Employees are very senior or experienced – they dislike feeling ‘micromanaged’
A leader needs to stamp his or her authority Teams will be required to work independently after the initial directive

The AUTHORITATIVE management style

Characteristics:

  • I would describe myself as ‘firm but fair’
  • I give clear direction and regular feedback, but tend to step away from the day to day
  • I have a clear vision to communicate and have buy in from my team
  • I like to see the ‘bigger picture’ and let my team fill in the detail

Effective when

Ineffective when

Your team perceives you as credible, based on your track record You’ve yet to build credibility with your team or organisation
You’ve built trust with your team and they understand your vision Employees are very junior – they may need more guidance
You and your team need to focus on the ‘bigger picture’ An ‘all hands on deck’ approach is needed due to circumstances
Your team tends to pull together and are happy working flexibly and independently A leader becomes too rigid with their vision, tipping over into ‘coercive’ management style

The AFFILIATIVE management style

Characteristics:

  • ‘People first, task second’ could be my motto
  • ‘A harmonious team is a happy team’, would be another motto I live by
  • Within my team I put an emphasis on avoiding conflict through good interpersonal relationships
  • I motivate my staff by trying to keep them happy

Effective when

Ineffective when

There are no performance issues within the team, and everything is ‘business as usual’ A team or individual is underperforming – affiliation doesn’t ooze ‘goal orientation’
Team members are benefiting from being ‘coached’ or ‘mentored’ There’s a crisis situation or an urgent call to action
Combined with other styles to form a more rounded management approach Some team members dislike ‘softer skills’ are more task-orientated
Your team tends to pull together and are happy working flexibly and independently There are personality clashes within a team that prevent ‘bonding’

The DEMOCRATIC management style

Characteristics:

  • I encourage everyone on my team to input and have a say in decisions
  • I give feedback ‘to the team’ as much as I do to individuals, if not more
  • I’m happy taking on board the feedback and ideas of others even if that means changing my own views

Effective when

Ineffective when

The team is established and used to working together The team needs to pull together quickly and without the time to deliberate as a group
Individuals within the team themselves have credibility and authority Junior team members require supervision or coaching
The working environment is steady and not prone to change Something ‘new’ arises which presents a change in environment and the team needs coordination
The boss is unsure which direction to take and benefits from input and ideas The team needs the leader to lead, telling them what to do

The PACESETTING management style

Characteristics:

  • I tend to set extremely high standards for my team
  • I ‘lead by example’, doing things myself in order to ‘show’ team members what I expect of them
  • I roll up my sleeves and get on with team work when needed
  • I would describe myself as a perfectionist
  • My team is noted for its passion, energy and ability to get things done

Effective when

Ineffective when

Teams are highly motivated, skilled experts When coaching or training is required by team or individuals within it
Team members are quick learners, requiring little coordination after initial direction When additional resources are brought into teams to help with workload
Teams like working at pace and don’t tire easily The team is lacking focus or engagement and in need of motivation
Team members require little feedback and are adept at ‘just getting on with it’ The team is exhausted or in need to a break!

The COACHING management style

Characteristics:

  • I focus on the long-term success of my employees, taking an interest in their ambitions and the role I play in their career development
  • I go out of my way to find opportunities that will ‘develop’ those in my team
  • I enjoy coaching and mentoring
  • After projects I take time to look back on what has been learned

Effective when

Ineffective when

Skills need to be developed by team members – and the team members in question are willing to be trained or coached The leader lacks the skills the employee is in need of
Wrapping up projects where useful learning can be captured When skills fall too short and no amount of coaching can turn around an underperforming employee
The organisational values support learning and development There’s a crisis which doesn’t allow the leader time to coach or guide
                    It’s likely that one or two styles will resonate with you over others. In that case it will be useful to look at those that felt more alien, and how you can incorporate them into your repertoire of management styles. The thought of juggling all their attributes in your head to pull out of the bag at the right time might seem exhausting, but in reality most managers move between styles automatically, depending on the needs of their team members, organisational demands and their own leadership experiences. You can build on your learnings from this article in the everywomanNetwork workbook Developing Leadership Behaviours (log in to access). *Speech bubble reference: https://hbr.org/2000/03/leadership-that-gets-results; http://www.eqleader.net/six_leadership_styles.htm

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