When to use this style: This style can be used when you have more experience on the subject than the team you are leading. Management can establish a higher level of trust between themselves and employees, and employees will accept top-down decisions more easily.Įmployees respond more positively to reason and logic than they do the threat of punishment, and may feel less constricted than those managed with an authoritative style.Įmployees will still chafe under the restrictions they are placed under, and become frustrated that they cannot give feedback, create solutions, or upskill in a meaningful way. This can help employees feel as though they are a more trusted and valued part of the staff and are involved in key business decisions, leading to lower levels of resentment or tension between management and staff. Rather than simply ordering employees to perform tasks, managers employing this style would invite questions and would explain the decision-making process and rationale behind policies. In this style, managers use their persuasive skills to convince employees that the unilateral decisions that the manager implements are for the good of the team, department, or organization. When to use this style: If decisions need to be made and executed quickly, for example, in a time of organizational crisis, this management style can be used successfully. Innovation is stifled and inefficient processes will remain in place.
#Total manager 3 professional#
The negatives of authoritative management style includes an increase in the dissatisfaction of employees, which leads to higher turnover, resentment, a lack of professional development and employee engagement, and the formation of an ‘us’ versus ‘them’ mentality between employees and management. Productivity will increase, but only when the manager is present. With unskilled workers or large teams, setting clear and solid expectations can allow workers to operate without uncertainty. This management style allows quick decision making, and creates clearly defined roles and expectations. These types of managers believe that without this supervision, employees will not operate successfully.
Managers monitor the employees closely, micromanaging their performance without placing trust or confidence that their employees can achieve their goals without direct and constant supervision. In this style, managers dictate exactly what they require their subordinates to do and punish those who do not comply.Įmployees are expected to follow orders, not question the authority of management, and perform their tasks the same way each time. The subtypes of autocratic management style are authoritative, persuasive, and paternalistic. This is the most controlling of the different management styles, with the management making all workplace decisions and holding all of the power.Įmployees are treated as drones, to be monitored closely as they perform within clearly defined perimeters.Įmployees are not encouraged to ask questions, submit ideas, or share their thoughts on improving processes, and are in some cases actively discouraged from doing so. This type of management follows a top-down approach, with one-way communication from bosses to employees.
Within these categories, there are specific subtypes of management styles, each with its own pros and cons. There are three broad categories of management styles: Autocratic, democratic and laissez-faire. These are factors that are outside of the control of the organization, but will have an effect on both managers and employees. In general, the higher-skilled staff does not need as much supervision, while less skilled staff will require more monitoring to consistently achieve their objectives.
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