Consolidated information_Vivendi Case
Think back on your career and the managers you have had. I am sure that you have had good managers and others who were maybe not so great. When I ask people to list what made the good managers “good”, most of the examples they give me are to do with behaviour, or style.
One of the interesting things about style is that managers with the most flexibility in style get the best outcomes from their people. Leadership style is not about good/bad, right/wrong: leadership style depends on the task, people and situation to be managed.
6 Management Styles
According to Hay-McBer there are six key leadership or management styles.
DIRECTIVE
The DIRECTIVE (Coercive) style has the primary objective of immediate compliance from employees:
The “do it the way I tell you” manager
Closely controls employees
Motivates by threats and discipline
Effective when:
There is a crisis
When deviations are risky
Not effective when:
Employees are underdeveloped – little learning happens with this style
Employees are highly skilled – they become frustrated and resentful at the micromanaging.
AUTHORITATIVE
The AUTHORITATIVE (Visionary) style has the primary objective of providing long-term direction and vision for employees:
The “firm but fair” manager
Gives employees clear direction
Motivates by persuasion and feedback on task performance
Effective when:
Clear directions and standards needed
The leader is credible
Ineffective when:
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
The AFFILIATIVE style has the primary objective of creating harmony among employees and between manager and employees:
The “people first, task second” manager
Avoids conflict and emphasizes good personal relationships among employees
Motivates by trying to keep people happy
Effective when:
Used with other styles
Tasks routine, performance
One of the interesting things about style is that managers with the most flexibility in style get the best outcomes from their people. Leadership style is not about good/bad, right/wrong: leadership style depends on the task, people and situation to be managed.
6 Management Styles
According to Hay-McBer there are six key leadership or management styles.
DIRECTIVE
The DIRECTIVE (Coercive) style has the primary objective of immediate compliance from employees:
The “do it the way I tell you” manager
Closely controls employees
Motivates by threats and discipline
Effective when:
There is a crisis
When deviations are risky
Not effective when:
Employees are underdeveloped – little learning happens with this style
Employees are highly skilled – they become frustrated and resentful at the micromanaging.
AUTHORITATIVE
The AUTHORITATIVE (Visionary) style has the primary objective of providing long-term direction and vision for employees:
The “firm but fair” manager
Gives employees clear direction
Motivates by persuasion and feedback on task performance
Effective when:
Clear directions and standards needed
The leader is credible
Ineffective when:
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
The AFFILIATIVE style has the primary objective of creating harmony among employees and between manager and employees:
The “people first, task second” manager
Avoids conflict and emphasizes good personal relationships among employees
Motivates by trying to keep people happy
Effective when:
Used with other styles
Tasks routine, performance
References: Jump up ^ Foster, D.E. (2002). "A Method of Comparing Follower Satisfaction with the Authoritarian, Democratic, and Laissez-faire Styles of Leadership.". Communication Teacher 16 (2): 4–6. Jump up ^ Woods, A.P. (2010). "Democratic leadership: drawing distinctions with distributed leadership". International Journal of Leadership in Education 7 (1): 3–36. Jump up ^ Martindale, N (2011). "Leadership Styles: How to handle the different personas". Strategic Communication Management 15 (8): 32–35. Jump up ^ "Laissez Faire Leadership Style". Careers, Finance and Investing. Money-zine.com. Retrieved March 16, 2012. Jump up ^ Johnson, C. E.; Hackman, M. Z. (2003). Leadership, a communication perspective (4 ed.). Waveland Press. p. 38. ISBN 9781577662846. ^ Jump up to: a b "Styles Of Leadership". Essortment. Retrieved March 16, 2012. Jump up ^ Schultz & Schultz, Duane (2010). Psychology and work today. New York: Prentice Hall. pp. 201–202. ISBN 0-205-68358-4. Liu, J., Liu, X., & Zeng, X. (2011). Does transactional leadership count for team innovativeness? Journal of Organizational Change Management, 24(3), 282-298. doi:http://dx.doi.org/10.1108/09534811111132695 Schultz, Duane P