Take a moment to think about the type of manager you are. For example, do you want your team to participate in the decisions? Do you prefer others to obey your orders without needing any explanations? Do you want your team members to manage themselves? Do you nurture and proactively support others?
Let’s look at four different basic management styles:
Autocratic Manager: Retains the power and authority for all decisions and the team is expected to obey orders.
Democratic Manager: Encourages all stakeholders to participate in the decision-making process.
Laissez-Faire Manager: Provides little or no direction and gives employees as much freedom as possible.
Nurturing Manager: Cares for, nurtures, and proactively takes responsibility to support others.
No single management style is better or worse than any other. However, some tasks and positions fit certain management styles better than others. Depending on the situation, each of the four management styles can be appropriate or be destructive. A good leader feels comfortable working in all four styles and applies the correct style to the situation and people. In any one day, it is possible to use Autocratic, Democratic, Laissez-Faire, and Nurturing styles with different teams or circumstances. Practicing styles that are not as comfortable for you, increases your range of management skills and will make you a more effective manager.
Let’s look at different situations and what type of management is the most appropriate. High-functioning managers and leaders adjust to different situations and use the right approach for each scenario.
1. A manager has taken over a troubled program. The program is behind schedule, the team is in chaos, and previously had an indecisive manager.
Autocratic: This team needs immediate detailed direction and rapid decisions to get them back on track.
2. A team of very senior engineers perform across the whole organization as subject matter experts.
Laissez-Faire: The team does not need detailed direction, are self-sufficient, and make their own decisions on their day-to-day activities.
3. A reorganization just occurred with a new set of effective and strong managers.
Democratic: Use the experience of the managers and engage them in all the decisions.
4. A team of engineers ranging from junior to senior work at customer sites dispersed across a large geographical area.
Nurturing: Since the engineers have different work locations and take their day-to-day direction from the customers, what they need from their manager is to know someone cares about them.
5. A part-time sales team with ages ranging between 18–22 years old, all have less than 6 months experience.
Autocratic and Nurturing: The team needs step by step instructions and detailed management because of their lack of experience. In addition, the team members need to be mentored and feel they are cared about.
6. A new project started up with a few great engineers and people who no one else wanted on their project.
Democratic and Autocratic: Use the experience of the engineers and create a democratic environment by including the engineer’s ideas in the decisions. Provide the less skilled personnel with more detailed tasking and limited input.
7. An existing project has been going on for 10 years. The team is established, the work well defined, and in general, the whole team is running well.
Democratic and Laissez-faire: Use the team member’s experience and input to make decisions. Make sure the team members are a part of the direction and vision of the project. The team needs little day-to-day management, is self-motivated, and can work independently.
To be a truly skilled leader and manager, you must be able to move among the various leadership styles to use the best approach for the specific situation or team. Understanding and practicing different leadership styles helps with purposeful, informed choices about the best strategies to employ, rather than simply doing what feels most comfortable.
Thanks for reading!
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If you would like to read more of what I have written?
The Superpower of Being an Introverted Boss — Empathic Leadership
Ten Things Employees Need To Trust Their Boss
Good Leaders Switch Between Management Styles
Tina Kuhn is the author of the “The E Suite: Empathic Leadership for the Next Generation of Leaders” and “The Manager’s Communication Tool Kit: Tools and Techniques for Managing Difficult Personalities.”
