Managerial style

A managerial style is a pattern of behavior that a manager adopts to plan, organize, motivate and control -- in short, to fulfill the role of a manager.[@more@]

6 managerial styles

Coercive -- Manager's Primary Objective: Immediate compliance

Gives lots of directives Expects immediate employee compliance Controls tightly, through close monitoring Relies on negative, corrective feedback Motivates by stating the negative consequences of noncompliance

Authoritative -- Manager's Primary Objective: Providing long-term direction and vision

Develops and articulates a clear vision and direction Solicits employee perspective on the vision Sees selling the vision as key Persuades employees by explaining the "whys" in terms of employees' or the organization's long-term interests Sets standards and monitors performance in relation to the larger vision Uses a balance of positive and negative feedback

Affiliative -- Manager's Primary Objective: Creating harmony

Is most concerned with promoting friendly interactions Places less emphasis on direction, goals and standards than meeting employees' emotional needs Pays attention to and cares for "the whole person"; stresses things that keep people happy Avoids performance-related confrontations

Rewards personal characteristics sometimes as much as job performance

Democratic -- Manager's Primary Objective: Building commitment and generating new ideas

• • Trusts that employees can develop the appropriate direction for themselves and the organization
  • Invites employees to make decisions affecting their work
  • Holds many meetings and listens to employees' concerns
  • Rewards adequate performance; rarely gives negative feedback

Pacesetting -- Manager's Primary Objective: Accomplishing tasks to high standards of excellence

• Leads by example
• Has high standards and expects others to know the rationale behind what is being modeled
• Is apprehensive about delegating
• Takes responsibility away if high performance is not forthcoming
• Rescues the situation or gives detailed task instruction when employees experience difficulties
• Sees coordination with others only as it impacts the immediate task

Coaching -- Manager's Primary Objective: Long-term professional development of others

• Helps employees identify their unique strengths and weaknesses
• Encourages employees to establish long-range development goals
• Reaches agreement with employees on the manager's and employees' roles in the development process
• Provides ongoing instruction as well as feedback
• May trade off immediate standards of performance for long-term development

研究显示，Organizational Climate 是由manager 表现出来的style影响的。没有一个单一的正确的style，最有效的style是适合task，人以及特殊的情形的。在action之前，要考虑的有：

• Skill and experience of the employees
• Employees' performance (strengths and weaknesses)
• Employees' understanding of and commitment to organizational goals
• Nature and complexity of the task
• Time pressures
• Risk associated with the situation
• Resources available (e.g., time, people, money)

越是有效的使用更多的style，成功的可能性就越大！manager必须准确地判断情形，选择有效的style。

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