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March 2003 - Management / Leadership Styles Updated
- Leadership That Gets Results
- Transactional vs. Transformation Leadership
- Theory X and Theory Y
- Resources (links, articles, books, the lighter side)
Management / Leadership Styles (Updated)
Our October 1996 article on management styles continues to be the most read article on our website. In this month's article, we add some management styles to that list. Some of these have been around quite a while, some are fairly new.
Leadership Styles That Get Results (new)
Daniel Goleman ("Leadership That Gets Results" Harvard Business Review) describes six leadership styles: Coercive, Authoritative, Affiliative, Democratic, Pacesetting and Coaching. He asserts, "Leaders who have mastered four or more styles � especially the Authoritative, Democratic, Affiliative and Coaching styles � have the best climate and business performance.
Coercive Leadership Style:
The leader's modus operandi: Demands immediate compliance The style in a phrase: �Do what I tell you� Underlying emotional intelligence competencies: Drive to achieve, initiate, self-control When the style works best: In a crisis, to kick start a turnaround, or with problem employees Overall impact on climate: Negative
Authoritative Leadership Style:
The leader's modus operandi: Mobilizes people toward a vision. The style in a phrase: �Come with me� Underlying emotional intelligence competencies: Self-confidence, empathy, change catalyst When the style works best: When changes require a new vision or a clear direction is needed Overall impact on climate: Most strongly positive
Affiliative Leadership Style:
The leader's modus operandi: Creates harmony and builds emotional bonds The style in a phrase: �People come first� Underlying emotional intelligence competencies: Empathy, building relationships, communication When the style works best: To heal rifts in a team or to motivate people during stressful circumstances Overall impact on climate: Positive
Democratic Leadership Style:
The leader's modus operandi: Forges consensus through participation The style in a phrase: �What do you think?� Underlying emotional intelligence competencies: Collaboration, team leadership, communication When the style works best: To build buy-in or consensus, or to get input from valuable employees Overall impact on climate: Positive
Pacesetting Leadership Style:
The leader's modus operandi: Sets high standard of performance The style in a phrase: �Do as I do, now� Underlying emotional intelligence competencies: Conscientiousness, drive to achieve, initiative When the style works best: To get quick results from a highly motivated and competent team Overall impact on climate: Negative
Coaching Leadership Style :
The leader's modus operandi: Develops people for the future The style in a phrase: �Try this� Underlying emotional intelligence competencies: Developing others, empathy, self-awareness When the style works best: To help employee improve performance or develop long-term strengths Overall impact on climate: Positive
Mr. Goleman summarizes his article by saying, "The business environment is continually changing and a leader must respond in kind. Hour to hour, day to day, week to week, executives must play their leadership styles like a pro � using the right one at just the right time and in the right measure. The payoff is in the results."
Transactional vs. Transformational Leadership (new)
James McGregor Burns (Leadership, 1968) distinguishes between transactional and transformational leadership.
Transactional leadership recognizes the need for processes such as performance appraisal, performance related pay, job descriptions, management by objectives (MBO), organizational process analysis and clarification, and job grading. It also recognizes and uses praise, recognition and the delegation of responsibility.
Transformational leadership is about hearts and minds, about empowering people not controlling them.
Mr. Burns described 4 theories of management:
- Management by Command � Unsophisticated management in which subordinates are told what to do and have little say in what and when.
- Management by Objectives � Process management in which subordinates are given goals and decide how to achieve them.
- Management by Communication � Sophisticated organizations in which skilled subordinates deduce their own goals by learning about the needs of the organization.
- Management by Vision � In which management is about inspiring people to achieve what only they know they can achieve by concentrating on what is possible.
Management by Command
(new)
Managers tell employees what to do with little room for discussion or dialog. This is the military model where soldiers are expected to follow orders without question.
In "management by command," training is essentially technical. It enables an employee to respond to increasingly complex technical instructions. Very little management training is required, because the employee is not likely to take a great deal of responsibility for others.
Management by Objectives (MBO) (updated):
A management technique in which all levels of management are encouraged to specify and agree on quantitative and/or qualitative objectives to be achieved within a set period and to answer to higher levels of management for the actual performance achieved against these objectives.
After Peter Drucker introduced the phrase "management by objectives" in his 1954 book, The Practice of Management, American businesses began embracing the notion with what often amounted to evangelical dedication. During the 1960s and 1970s, MBO was the most fashionable of all management practices. Many companies adopted some form of MBO, which � as Drucker originally proposed � asks managers to focus on results or outputs.
Management by Communication
(new)
Managers assume that people know what to do, can set their own objectives and recognize their own outputs. The manager concentrates on maximum communication, feedback and information giving.
In "management by communication," technical skills remain relevant. It also demands employees to seek to understand the communication, to work out its implications and fit demands together to make the whole.
Management by Vision
(new)
Managers assume fully competent experts who create their own roles. The manager concentrates on facilitating their abilities and decisions.
In "management by vision," training includes technical skills but seeks to create a community in which every member understands and directs their actions towards these values and vision.
Theory X and Theory Y (new)
Differences in management styles was popularized by Douglas McGregor in the 1950's. His theories ontinue to be studied and referenced today. Even managers who no longer remember which style is X and which is Y, will remember the Carrot/Stick symbolism.
Theory X Management Style (also known as "Autocratic Management")
A Theory X manager believes that people are inherently lazy, need to be told what to do and will work only when pushed. They use techniques commonly known as the "stick" (Hard X) to punish or threaten employees. Or, they may use the "carrot" technique (Soft X), by promising some reward for compliance with the manager's directives.
Theory Y Management (also known as "Participatory Management")
A Theory Y manager tends to believe that people are self-motivated to perform work that is satisfying to them. These managers feel that if they provide a good environment, the employee can be successful, learn new things, use their creativity and accept responsibility for helping the company succeed.
Internet Resources
- A Guide to Management Styles - http://www.libsci.sc.edu/bob/class/clis748/Studentwebguides/ss02/Bivens2.html
- Introduction to Management Theory - http://web.city.ac.uk/artspol/theorymgt.html/
Books - Disclosure:
We get a small commission for purchases made via links to Amazon.
- Leadership, James McGregor Burns (Pulitzer Prize winner) - HarperCollins, May 1985 ISBN: 0061319759
Articles- Theory X and Theory Y - http://sol.brunel.ac.uk/~jarvis/bola/motivation/mcgregcv.html
- Daniel McGregor, creator of Theory X and Theory Y http://sol.brunel.ac.uk/~jarvis/bola/motivation/mcgregor.html
- Autocratic and Participatory Management Styles - http://www.qualityamerica.com/knowledgecente/articles/CQMStyle2.html
- "Autocratic management styles redundant" - http://www.gu.edu.au/text/er/news/2002_2/02dec02.html
- Daniel Goleman's article "Leadership That Gets Results" - Harvard Business Review, March/April 2000
- Management by Objectives - http://managementlearning.com/topi/mngtobje.html
- James McGregor Burns - Transactional vs. Transformational Management - http://managementlearning.com/ppl/burnjam.html
- Why Good Management Ideas Fail - Understanding Your Corporate Culture http://www.refresher.com/!neglected.html
The Lighter Side
Management is doing things right; leadership is doing the right things... Peter Drucker
Management by objectives works if you first think through your objectives. Ninety percent of the time you haven't. .. Peter Drucker
- 20 New Management Styles - http://www1.uop.edu/~t-nguy18/humor/020499-15.htm
- How to stay stressed - http://www.netfunny.com/rhf/jokes/93q2/stress.html
- Lecture on workplace humor: Humor in the Business World - http://www2.truman.edu/~todd/JINSCourse/Lectures/WorkplaceHumor.htm
About our resource links: We do not endorse or agree with all the beliefs in these links. We do keep an open mind about different viewpoints and respect the ability of our readers to decide for themselves what is useful.
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