2Management Styles Autocratic: Democratic: DirectingGuidingDemocratic:SupportingDelegatingDifferent strokes for different folks
3Management Styles Autocratic: Tough, bottom-line, focus on production, resultsRules, obedience, formality, personal power/creditExploitative authoritarianBenevolent authoritarian
4Management Styles Democratic: Consultative, humanistic, focus on peopleConsensus, informality, conflict tolerance, team power/team creditConsultative democratic styleParticipative democratic style
5Management Styles - Autocratic Directing: The coach provides specific instructions and closely supervises task accomplishments.Guiding: The coach continues some direction and closely supervises task accomplishments, but also explains decisions and supports progress.
6Management Styles - Democratic Supporting: The coach facilitates and supports efforts to accomplish tasks and shares responsibility for decision making.Delegating: The coach turns over responsibility for decision making, problem solving, and task accomplishments.
7Managers must be flexible and change their styles to fit the needs of their associates. Coaching must be based on associates’ development needs and development level.
8AutocraticDirecting is appropriate when a decision has to be made in a hurry and the stakes are high. Appropriate with inexperienced people.Structure, control and closely supervise when competence is low and commitment is high.
9AutocraticGuiding is appropriate when skills are adequate, but when initial enthusiasm wanes. Associates still need to increase skills, but they need to build self-esteem and confidence more.Guiding is effective with some competence and low commitment.
10DemocraticSupporting is appropriate when people know what they are doing but need recognition and reinforcement of good habits.Praise, listen and facilitate with high competence and variable commitment.
11DemocraticDelegating is appropriate for peak performers, for highly motivated associates who need little direction (and usually crave autonomy and independence).Turn over responsibility for day-to-day decision making to people with high competence and high commitment.
12Take AwaysManagers should create a work environment with clear, behavior-specific standards that are reinforced by rewards and consequences which are implemented quickly.Managers should coach based on those behavior-specific standards using a directing, guiding, supporting, or delegating style based on associates’ needs.