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Mastering Management Styles: Expert Guidance for Managers
Mastering Management Styles: Expert Guidance for Managers

Mastering Management Styles: Expert Guidance for Managers: Discover and perfect your ultimate management style for success in your role with this book and ebook.

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Mastering Management Styles: Expert Guidance for Managers

Chapter 2. The Elements of Management Style: Direction versus Consultation

One of the main features of your management style in any given situation will be where you place yourself on the direction/consultation axis.

The answer you provide to this question will go a long way toward shaping your relationship with your employees.

Case study: Dave and Rhonda


You and your team have been informed that the building you're located in has been sold, and that your department will be relocating to one of the company's other locations. Your superiors have asked for your input as to where you would prefer to go. There's space available in several locations, one of which is quite close to your home, though it's less convenient for Dave and Rhonda.

How should you handle this? (We'll come back to this at the end of the chapter.)

What is the direction/consultation axis?


The direction/consultation axis is the degree to which you take input from your subordinates in decision-making and on other questions impacting the running of your department.

Highly directive managers do their own analysis, make decisions on their own, and tell employees how things are going to be.

Consultative managers listen to people's ideas and analysis, hear their thoughts about how to proceed in various circumstances, and take their views into account.

This is not to say that the boss relinquishes control over decision-making or is obliged to accept the suggestions of others; the person responsible to the higher-ups is always the one who has the final say. But a consultative manager hears what others have to say, takes their perspectives into account, and then sifts the wheat from the chaff.

Managing on the direction/consultation spectrum


As we discussed in the first chapter, it's important to remember that the direction/consultation axis is a spectrum or continuum, and not just two poles. In any situation, you need to decide where on the continuum you want to position yourself. Different scenarios—and different employees—will necessitate a different mix or balance between the two poles.

Direction –––––––––––––––––––––––– Consultation

As a general rule, it's better to hear what people have to say unless you've got a good reason not to. In other words, consult whenever you can; don't be directive unless you have to be.

Choosing between them

How do you know when you should be more directive and when you should be more consultative? There's no simple formula; every situation is different, and every situation is complex. Having said that, though, here are a few rules of thumb.

Consider being more directive when:

  • You have a tightly defined objective that has to be met

  • You have a tight deadline...

The impact on employees


Why is it important to think about your management style so much? Because the style you choose will have a major impact on your office, in two different ways. It will impact the quality of the work done, and it will impact the attitude of your employees toward both you and the organization at large.

The work

It's been said before: two heads are better than one. When you get the perspectives of other people, and hear their ideas and their thoughts, you're far more likely to make good decisions. Good decision-making relies on gathering a lot of information and considering a lot of alternative courses of action. This is far more likely to happen if you take input from several thoughtful people. There are very few people who have all the answers themselves (although there are some). Remember that it's always possible for you to miss something. Your employees have a ground-level perspective and hands-on experience with the work and the clients, which you, as a manager, may...

Risks


You have to be careful of being overly directive with people who are capable, and who are able to contribute at a higher level than what you're allowing them. Such a person will become disaffected very quickly, and is likely to seek other employment. Remember also that an overly directive environment is unlikely to be a pleasant one; it is more likely to be one that causes people to wish they were somewhere else. And 'pulling rank' simply to gain an advantage for yourself will send a very hostile message. Finally, as noted above, being excessively directive can cause you to make decisions on the basis of partial or incomplete information, as you may be missing key insights and perspectives that other people may have.

Being overly consultative also carries risks. It can create the impression in people's minds that the workplace is more of a democracy than it actually is; a certain sort of person sometimes gets the idea that he or she is the one in charge. And if not done correctly, it...

Case study: Dave and Rhonda


How would you handle the situation outlined at the beginning of the chapter? You could be directive, of course, and pull rank on them to ensure that your own convenience was met; but this would send a very bad message. It would tell the others that they don't matter and are not valued, and it would build a wall between them and you, and between them and the organization. It is quite likely to make them feel downright hostile toward you and the company.

The best solution would be to sit down with them, consider the options, and try to find a solution that's fair to everyone. You don't have to sacrifice your own convenience to maximize theirs; an effort to find a fair compromise that takes everyone's point of view into account sends the message that you're all colleagues, that everyone's concerns and interests deserve to be treated with respect, and that your office doesn't enforce hierarchy pointlessly. It will greatly increase the respect with which your employees...

Summary


In this chapter, you have:

  • Been introduced to the direction/consultation axis

  • Learned when to choose direction and when to choose consultation

  • Considered the impact on employees of each style

  • Learned about the risks of getting it wrong

Now let's take a look at the control/autonomy axis.

Left arrow icon Right arrow icon

What you will learn

  • Distinguish between directive and consultative management to find the right approach for your team
  • Know when to take control and when to give your employees more autonomy
  • Choose the right style for the situation with confidence
  • Coach, mentor and support your employees
  • Balance the interests of the organization and those of your team
  • Take into account individual differences and adapt to get the best results

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Publication date, Length, Edition, Language, ISBN-13
Publication date : May 09, 2014
Length: 56 pages
Edition :
Language : English
ISBN-13 : 9781783000463

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Product Details

Publication date : May 09, 2014
Length: 56 pages
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Language : English
ISBN-13 : 9781783000463

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Table of Contents

7 Chapters
Why Management Style Matters Chevron down icon Chevron up icon
The Elements of Management Style: Direction versus Consultation Chevron down icon Chevron up icon
The Elements of Management Style: Control versus Autonomy Chevron down icon Chevron up icon
The Elements of Management Style: Coaching, Mentoring, and Supporting Chevron down icon Chevron up icon
The Elements of Management Style: The Organization or the Employee? Chevron down icon Chevron up icon
Differences Between Employees Chevron down icon Chevron up icon
Conclusion: Things to Remember Chevron down icon Chevron up icon

Customer reviews

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Full star icon Full star icon Full star icon Full star icon Empty star icon 4
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1 star 0%
Andrew Psaltis Sep 15, 2014
Full star icon Full star icon Full star icon Full star icon Empty star icon 4
This is a great book for new and experienced managers. Although it is a quick read, it really does boil things down to the essence. I really enjoyed the style of defining each of the attributes along the spectrum and the advice on what each is and how to use it. If you are a new manager or an experienced manager that needs a refresher determining your style and how to apply it, then this a a great book to have on your shelf.
Amazon Verified review Amazon
B&B Aug 07, 2014
Full star icon Full star icon Full star icon Full star icon Empty star icon 4
Mastering management styles: Expert guidance for managers guides you through different aspects of management styles, giving examples to ilustrate what is being discussed. This book really makes you think think about the manager role from a different perspective. If you always thought managers only exists to make people meet the schedule, you could not be more wrong. "The role of a manager is to maximize the performance of the people who report to him or her, in order best to achieve the objectives of the organization"
Amazon Verified review Amazon
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