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The different management styles


If management is always linked to a goal to be achieved, it is also a matter of style and representation. The style used by the manager is often the one with which they feel “naturally” comfortable…

Distinguishing the needs of your employees, according to their level of skills and motivation, allows greater efficiency

Professional identity comes from the functions we occupy and the representation we have of ourselves. Do we see ourselves as specialists, managers, leaders?

  •  • The manager who sees themselves as a specialist is careful to being an authority, a reference in their field, they are focused on excellence
  •   •The manager who sees themselves as a manager privileges actions that allow others to do their job, they focus on the management of processes and methods
  •   •The manager who sees themselves as a leader, besides their expertise and team management activity, focuses on meaning, analyse of complexity and share their point of view with others

Style is a tool that enables the identification of managers’ behaviour. It indicates in which direction they invest their time and energy: it is the set of behaviours used by a manager in a given situation to influence their employees.

Each style is associated with a role, for example: the role of the directive style is to structure. The style is determined by the manager’s own dispositions: character, ideas, values, convictions, etc… and by the requirements of the situation.

There are two dimensions of management:

• Encouraging behaviour: relationship oriented

• Directing behaviour: task oriented

Situational management is presented as a continuum that goes from autocracy to self-management: from the authority of the manager to the autonomy of the subordinate… according to 4 styles: Style 1 = DIRECTIVE, Style 2 = PERSUASIVE, Style 3 = PARTICIPATIVE, Style 4 = DELEGATIVE which are distributed as follows:

→Style 1 : DIRECTIVE

  • • Role: to structure – The manager makes the decisions


  • • More directive and less encouraging behaviour:
  •  – The manager gives specific guidelines on roles and objectives
  •  – They closely monitor the accomplishments of employees, …
  •  -… in order to give them frequent feedback on their results
  •  – The manager provides useful information


  • •Effective if:
  •  – In case of crisis, emergency situations and with inexperienced employees
  • – Implementation done in a neutral tone
  •  – Anger, attacks and threats are absent
  •  – Temporary


  • • Keywords :
  •  – Organisation
  •  – Planning
  •  – Control


  • • Role: to mobilise – The manager makes the decisions


  • • More directive and encouraging behaviour
  • – Many explanations on what must be done, the reasons, the causes, the consequences of what has been decided
  • – Development of projects, objectives, activities and their benefits for everyone, with conviction and persuasion
  • – Enhancement and encouragement of the person or group
  • -Show of confidence
  • – Information, training and positive sanction of successes


  • • 3 forms : Persuasion, Training, Consultation
  • – The manager speaks a lot, put themselves forward, expose their ideas, their convictions, their values – Concept of exemplarity
  • -They consult people, raise questions, and answer objections
  • – Make sure that the person or group has a clear understanding of what needs to be done and is prepared to do it
  • – They build and closely follow the progress of actions, encourage, are very present


  • • Effective If:
  • – Sincere, authentic, not manipulative
  • – Allows to create a group, to initiate a project
  • – Is accompanied by a minimum of participation


  • • Keywords :
  • – Explanation
  • – Persuasion
  • – Conviction
  • – Exemplarity


• Role: to associate and facilitate – The manager makes the decisions

• More encouraging and less directive behaviour

– Listening: the manager

  • – Listens to employees
  • – Encourages them to express themselves
  • – Takes into account ideas, suggestions and proposals from individuals and groups

– Support: the manager

  • – Facilitates the efforts of their employees
  • – Helps to solve problems
  • – Encourages and supports them


• Partnership: the manager

  • – Works on an equal footing with their employees
  • – Contributes to conflict resolution
  • – Makes contracts with them
  • – Creates a climate of trust and a friendly working atmosphere


• Effective If:

  • – Contracts are respected
  • – Decisions are effectively shared
  • – Listening and advice are at the service of people


• Keywords :

  • –  Listening
  • – Support
  • – Arbitration
  • – Partnership
  • – Negotiation


•Role: to empower – Decisions are made with or by the group or individual

• Less encouraging and more directive behaviour

  • – They define missions, objectives, projects that the employee (or the group) will lead by themselves, according to their own methods
  • – The initiative for these missions, objectives or projects come either from the manager or the employee
  • – They plan periodic meetings to review the situation: these meetings are organised according to a schedule planned in advance or on the employee’s initiative
  • – The manager expresses their confidence by the absence of relational behaviour
  • – They provide indirect assistance: contracts, support, information, etc.
  • – They periodically evaluate the results with the employee or the group
  • – They allow non-repetitive errors; they assess the risks
  • -They give feedback that enable people to improve themselves


• Effective If:

  • – Corresponds to a shared responsibility
  • – Good calibration of the delegation
  • – Allows to increase the employee’s experience


• Keywords :

  • -Responsibility
  • – Initiative
  • – Risk
  • – Evolution

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