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A manager who is too lenient and gives a junior employee too much autonomy hinders that employee’s growth. A micromanaging manager working with a seasoned expert stifles that employee’s commitment. In both cases, the problem isn’t managerial competence; it’s the wrong management style applied to the wrong situation.
Choosing a management style isn't a matter of personality. It's a skill that can be learned and constantly adapted. There are four main styles, each with its own strengths, limitations, and conditions for effectiveness.
This guide provides you with the keys to understanding them, distinguishing between them, and, most importantly, knowing which one to choose based on your team and the current situation.
A management style refers to the way a manager exercises authority, makes decisions, and interacts with their team on a daily basis. It is reflected in the approach they take: how they give instructions, monitor projects, handle mistakes, or involve employees in decision-making.
Two main themes underpin the various management styles:
Depending on the balance between these two factors, four distinct styles emerge, each suited to different situations.
An inappropriate management style has measurable consequences: disengagement, repeated mistakes, loss of trust, and high turnover. Conversely, a well-suited management style helps accelerate skill development, boost motivation, and streamline decision-making within the team.
Feedback from the field: In our work with managers, more than half of team tensions stem from a mismatch between the management style being used and the actual needs of employees.
Definition: In directive management, the manager sets objectives, gives specific instructions, and closely monitors their implementation. Employee initiative is limited. Decisions are made by the manager.
When should you use it?
Real-life example: A new sales representative joins the team. Their manager explains in detail how to conduct a client meeting, what steps to follow, and how to update the CRM. The manager works alongside the new hire during the first few weeks before gradually giving them more autonomy.
Limit: When used for too long or with experienced employees, a directive management style stifles autonomy and leads to demotivation.
Definition: The manager makes decisions, but explains them and seeks buy-in. He or she presents a case, listens to feedback, and provides guidance to help team members develop their skills.
When should you use it?
A concrete example: A manager announces a new allocation of client portfolios. Rather than imposing the decision, he explains the reasoning behind it, answers questions, and reassures everyone about their future prospects. The team understands the logic and embraces the change.
The downside: if a manager spends too much time trying to convince others of every decision, they lose effectiveness and clarity. This approach should be temporary, just long enough to build buy-in.
Definition: A manager involves employees in decision-making. They consult with them, listen to their suggestions, and foster collective intelligence. Their role is to facilitate rather than dictate.
When should you use it?
Here’s a concrete example: An HR manager gathers her team to collaboratively develop a new onboarding process. She sets the parameters (goals, constraints, timeline) and lets the team propose solutions. The result is more comprehensive and better accepted because everyone contributed.
The downside: participatory management can slow down decision-making. It is not suitable for emergency situations or when employees lack experience in the matter at hand.
Definition: The manager assigns a task within a clear framework and allows the employee to make decisions and act independently. The manager is available to provide support but does not interfere with the execution of the task.
When should you use it?
A concrete example: A senior account manager handles client relationships, business decisions, and operational decisions entirely on their own. The manager is kept informed of the results but only intervenes if a critical threshold is exceeded.
The catch: delegative management requires established trust and a clear framework. Delegating without these two conditions amounts to abandoning the employee, not trusting them.
To learn more about this style, check out our practical guide to delegation matrix.
Many managers apply the same management style to all their employees, regardless of the situation or each individual’s level of experience. This is the most common and costly mistake.
A manager who is naturally hands-on may stifle their experienced employees. A manager who is naturally hands-off may leave those who need a solid framework struggling. **There is no such thing as a "one-size-fits-all" framework. There is no single "best" management style: there are styles that are appropriate or inappropriate for a given situation.
The situational leadership is the standard model for choosing a management style. It is based on a simple idea: the right style depends on the employee’s level of competence and motivation for a specific task.
He identifies four profiles:
This model has significant practical implications: the same employee may require different management styles depending on the assignment or the time of year. A data analytics expert may need direct guidance on a new aspect of their role, while operating with complete autonomy in their area of expertise.
Before choosing a management style, three criteria should be systematically evaluated.
1. Level of expertise in the specific assignment
Notin the role in general, but in the specific assignment to be assigned. A senior employee may be a novice in a new area of responsibility.
2. Level of Motivation and Confidence
Acompetent but insecure employee needs emotional support, not just guidance. It is essential to distinguish between competence and confidence.
3. Context and Challenges
Acrisis situation calls for a more directive approach, even with an experienced team. An innovation project calls for greater participation. Context always determines the optimal style.
In our coaching sessions, these four management style mistakes come up time and time again.
1. Stay true to your management style
Everymanager has a natural managementstyle. The risk is applying it everywhere without adapting it. A manager who is naturally collaborative must know how to be directive when the situation calls for it.
2. Confusing delegation with abandonment
Delegative managementis not the same as a lack of management. Without clear guidelines and follow-up, delegation becomes abandonment. The employee is left on their own to deal with a poorly defined responsibility.
3. Remaining too directive for too long
Directive managementis useful during the onboarding phase or in times of crisis. If maintained beyond that point, it stifles autonomy, causes frustration, and hinders skill development.
4. Applying the same management style to the entire team
Everyemployee has a different background, story, and set of needs. An effective management style should be tailored to the individual, not just the situation.
For each task you assign, ask yourself these questions:
Warning signs that indicate an inappropriate style:
The right management style isn’t the one you prefer. It’s the one your team member needs for this specific task at this particular moment. Developing this managerial flexibility requires observation, a systematic approach, and practice. This is precisely what situational leadership helps to structure.
Ready to put it into practice? Our workshop Situational Leadership workshop gives you concrete tools to adapt your style and boost your team’s performance.
A manager who is too lenient and gives a junior employee too much autonomy hinders that employee’s growth. A micromanaging manager working with a seasoned expert stifles that employee’s commitment. In both cases, the problem isn’t managerial competence; it’s the wrong management style applied to the wrong situation.
Choosing a management style isn't a matter of personality. It's a skill that can be learned and constantly adapted. There are four main styles, each with its own strengths, limitations, and conditions for effectiveness.
This guide provides you with the keys to understanding them, distinguishing between them, and, most importantly, knowing which one to choose based on your team and the current situation.
A management style refers to the way a manager exercises authority, makes decisions, and interacts with their team on a daily basis. It is reflected in the approach they take: how they give instructions, monitor projects, handle mistakes, or involve employees in decision-making.
Two main themes underpin the various management styles:
Depending on the balance between these two factors, four distinct styles emerge, each suited to different situations.
An inappropriate management style has measurable consequences: disengagement, repeated mistakes, loss of trust, and high turnover. Conversely, a well-suited management style helps accelerate skill development, boost motivation, and streamline decision-making within the team.
Feedback from the field: In our work with managers, more than half of team tensions stem from a mismatch between the management style being used and the actual needs of employees.
Definition: In directive management, the manager sets objectives, gives specific instructions, and closely monitors their implementation. Employee initiative is limited. Decisions are made by the manager.
When should you use it?
Real-life example: A new sales representative joins the team. Their manager explains in detail how to conduct a client meeting, what steps to follow, and how to update the CRM. The manager works alongside the new hire during the first few weeks before gradually giving them more autonomy.
Limit: When used for too long or with experienced employees, a directive management style stifles autonomy and leads to demotivation.
Definition: The manager makes decisions, but explains them and seeks buy-in. He or she presents a case, listens to feedback, and provides guidance to help team members develop their skills.
When should you use it?
A concrete example: A manager announces a new allocation of client portfolios. Rather than imposing the decision, he explains the reasoning behind it, answers questions, and reassures everyone about their future prospects. The team understands the logic and embraces the change.
The downside: if a manager spends too much time trying to convince others of every decision, they lose effectiveness and clarity. This approach should be temporary, just long enough to build buy-in.
Definition: A manager involves employees in decision-making. They consult with them, listen to their suggestions, and foster collective intelligence. Their role is to facilitate rather than dictate.
When should you use it?
Here’s a concrete example: An HR manager gathers her team to collaboratively develop a new onboarding process. She sets the parameters (goals, constraints, timeline) and lets the team propose solutions. The result is more comprehensive and better accepted because everyone contributed.
The downside: participatory management can slow down decision-making. It is not suitable for emergency situations or when employees lack experience in the matter at hand.
Definition: The manager assigns a task within a clear framework and allows the employee to make decisions and act independently. The manager is available to provide support but does not interfere with the execution of the task.
When should you use it?
A concrete example: A senior account manager handles client relationships, business decisions, and operational decisions entirely on their own. The manager is kept informed of the results but only intervenes if a critical threshold is exceeded.
The catch: delegative management requires established trust and a clear framework. Delegating without these two conditions amounts to abandoning the employee, not trusting them.
To learn more about this style, check out our practical guide to delegation matrix.
Many managers apply the same management style to all their employees, regardless of the situation or each individual’s level of experience. This is the most common and costly mistake.
A manager who is naturally hands-on may stifle their experienced employees. A manager who is naturally hands-off may leave those who need a solid framework struggling. **There is no such thing as a "one-size-fits-all" framework. There is no single "best" management style: there are styles that are appropriate or inappropriate for a given situation.
The situational leadership is the standard model for choosing a management style. It is based on a simple idea: the right style depends on the employee’s level of competence and motivation for a specific task.
He identifies four profiles:
This model has significant practical implications: the same employee may require different management styles depending on the assignment or the time of year. A data analytics expert may need direct guidance on a new aspect of their role, while operating with complete autonomy in their area of expertise.
Before choosing a management style, three criteria should be systematically evaluated.
1. Level of expertise in the specific assignment
Notin the role in general, but in the specific assignment to be assigned. A senior employee may be a novice in a new area of responsibility.
2. Level of Motivation and Confidence
Acompetent but insecure employee needs emotional support, not just guidance. It is essential to distinguish between competence and confidence.
3. Context and Challenges
Acrisis situation calls for a more directive approach, even with an experienced team. An innovation project calls for greater participation. Context always determines the optimal style.
In our coaching sessions, these four management style mistakes come up time and time again.
1. Stay true to your management style
Everymanager has a natural managementstyle. The risk is applying it everywhere without adapting it. A manager who is naturally collaborative must know how to be directive when the situation calls for it.
2. Confusing delegation with abandonment
Delegative managementis not the same as a lack of management. Without clear guidelines and follow-up, delegation becomes abandonment. The employee is left on their own to deal with a poorly defined responsibility.
3. Remaining too directive for too long
Directive managementis useful during the onboarding phase or in times of crisis. If maintained beyond that point, it stifles autonomy, causes frustration, and hinders skill development.
4. Applying the same management style to the entire team
Everyemployee has a different background, story, and set of needs. An effective management style should be tailored to the individual, not just the situation.
For each task you assign, ask yourself these questions:
Warning signs that indicate an inappropriate style:
The right management style isn’t the one you prefer. It’s the one your team member needs for this specific task at this particular moment. Developing this managerial flexibility requires observation, a systematic approach, and practice. This is precisely what situational leadership helps to structure.
Ready to put it into practice? Our workshop Situational Leadership workshop gives you concrete tools to adapt your style and boost your team’s performance.
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