1. Management Styles

2. Management Styles Autocratic: Democratic:
Directing
Guiding
Democratic:
Supporting
Delegating
Different strokes for different folks

3. Management Styles Autocratic:
Tough, bottom-line, focus on production, results
Rules, obedience, formality, personal power/credit
Exploitative authoritarian
Benevolent authoritarian

4. Management Styles Democratic:
Consultative, humanistic, focus on people
Consensus, informality, conflict tolerance, team power/team credit
Consultative democratic style
Participative democratic style

5. Management 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.

6. Management 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.

7. Managers 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.

8. Autocratic
Directing 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.

9. Autocratic
Guiding 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.

10. Democratic
Supporting 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.

11. Democratic
Delegating 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.

12. Take Aways
Managers 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.