Selena Sol Start-up Archive presents..

BE A BETTER
MANAGER WITH 6
MANAGEMENT STYLES
because you get the best results
when you manage the way your
people need/want to be managed

Every employee has a unique personality

Which means that they are motivated by

different things

Some are introverts

Others are extroverts

Some people are born to think through

problems

Others use their feelings

Whatever the case, as a manager, you

cannot change who your employees are
in their core

Not only that.

But those same people are also going

through their own lifecycles

What motivates them now may be

different from what motivated them last
year

Whether the person is an introvert or an

extravert, they need different things in
life at ages 1, 6, 18, 24, 35, or 50

Finally, the context of work keeps

changing

Sometimes the strategy is to slowly

support the status quo

Other times it is all about urgent and

major change

If you are a manager

Your job is to motivate

So if everyone is different

And everyone is changing over time

And the nature of work is changing too

You cannot manage with one single style

Hay / Ber propose that you should have

at least 6 Management Styles in your
toolkit.

1.
2.
3.
4.
5.
6.

Directive
Authoritative
Affiliative
Participative
Pace-Setting
Coaching

Rosalind Cardinal summed them up

nicely as follows.

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.

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 wont follow your vision if
they dont believe in it

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

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

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

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

DIRECTIVE

AUTHORITATIVE

AFFILIATIVE

GOAL OF MANAGER
Compliance
The do it the way I tell you manager
Closely controls employees
Motivates by threats and discipline

GOAL OF MANAGER
Give long-term direction & vision
Firm but fair manager
Gives clear direction
Motivates by persuasion & feedback on task
performance

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
When there is a crisis
When deviations are risky

USE IT
Clear directions and standards needed
The leader is credible

USE IT
Used with other styles
Tasks routine, performance adequate
Counseling, helping
Managing conflict

AVOID IT
Employees are underdeveloped little learning
happens with this style
Employees are highly skilled they become
frustrated and resentful at the micromanaging.

AVOID IT
Employees are underdeveloped they need
guidance on what to do
The leader is not credible people wont follow
your vision if they dont believe in it

AVOID IT
Performance is inadequate affiliation does not
emphasize performance
There are crisis situations needing direction

PARTICIPATIVE

PACE-SETTING

COACHING

GOAL OF MANAGER
Build commitment & consensus
The everyone has input manager
Encourages employee input in decisions
Motivates by rewarding team effort

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

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
Employees working together
Staff have experience and credibility
Steady working environment

USE IT
People are highly motivated, competent
Little direction/coordination required
When managing experts

USE IT
Skill needs to be developed
Employees are motivated and wanting
development

AVOID IT
Employees must be coordinated
There is a crisis no time for meetings
There is a lack of competency - close supervision
required

AVOID IT
When workload requires assistance from others
When development, coaching & coordination
required

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

I think I would add a 7th Style: Welching

(a la Jack)

Sometimes an employee simply needs

to be managed out

Because, for whatever reason, theyre

just not having fun and no amount of
Jedi management is going to change
that

Whatever the case, your job as a

maturing manager is to master all these
styles

Get good at identifying which style is

needed for each of your employees
based on their personality, their life
context, and the work context

And then get good at executing the right

style at the right time for each employee
at the same time

Good luck

45 years later, Im still working on it.

Selena Sol asks..

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