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Managers Manage
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Every employee has a unique personality

Which means 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, I cannot change
who you are in your 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 extrovert,
they need different things in life at ages 1, 6½, 18,
24¼, 35, 51 or 64¾

Finally, the context of work keeps changing

Sometimes the strategy is too slow to
support the status quo

Other times it is all about urgent and major
change

As a manager

My job is to motivate

So if everyone is different
and everyone is changing over time

And the nature of our work is changing too

I am unable to manage in a single style

There are 6 Management styles in my
toolkit
1. Directive
2. Authoritative
3. Affiliative
4. Participative
5. Pace-Setting
6. Mentoring/coaching

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 crisis
• When deviations are risky
• AVOID IT
• Employees are underdeveloped – zero to low learning happens with
this style
• Employees are highly skilled – they become frustrated and resentful at
the micromanaging

Authoritative
• GOAL OF MANAGER
• Giving LONG TERM direction & vision
• The “Firm but Fair” Manager
• Closely controls employees
• Motivates by persuasion & feedback on task performance (KPI)
• 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 won’t follow the vision if they don’t
believe it

Participative
• GOAL OF MANAGER
• BUILD commitment & consensus
• The “EVERYONE has input” Manager
• Encourages employee input in decisions (brainstorming)
• Motivates by rewarding team effort
• USE IT
• Employees working together
• Team have experience and credibility
• Steady working environment (targets being met, drive)
• AVOID IT
• Employees must be coordinated
• There are crisis. NO time for meetings
• There is a lack of competency – close supervision required

Affiliative
• GOAL OF MANAGER
• Create harmony among employees and between himself and
employees
• The “People first, task second” Manager
• Avoid conflict & emphasises good relationships
• Motivates by keeping people happy
• USE IT
• USED with other styles
• Task routine, performance adequate
• AVOID IT
• Performance inadequate – affiliation does not emphasise performance
• There are crisis situations needing direction

Pace-Setting
• GOAL OF MANAGER
• ACCOMPLISH tasks to a high standard
• The “Do-It-Myself” Manager
• Performs many tasks personally and expects team members to follow the
example
• Motivates by setting high-standards and expects self-direction from team
members
• USE IT
• Employees are highly motivated, competent
• Little direction/coordination required
• When managing experts (targets being met, drive)
• AVOID IT
• When work load requires assistance from others
• When development, coaching & coordination required

Coaching
• GOAL OF MANAGER
• LONG TERM professional development of team members
• The “Developmental” Manager
• Helps and encourages development of team strengths and improve
their performance
• Motivates by providing opportunities for professional development
• USE IT
• Skills need to be developed
• Employees are motivated and wanting development
• AVOID IT
• The manager lacks the expertise
• In a crisis

I am going to add a 7th style

Jedi Management – Just Do It……

Whatever the case, my job as a maturing
manager is to master all of these styles…….

Work CONSTANTLY in progress…….

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