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: