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.
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
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 |