How would you describe your management style?  Do you think the employees who report to you would describe your management style as you do?  How would your customers and peers view your management style? 

Your management style impacts how others interact with you, how you resolve conflict, how you motivate and reward employees and how you manage change.  There are various categories of management styles, including but not limited to the following:

Status Quo Managers
Status Quo Managers maintain the situation without making any changes.  They manage by delaying or avoiding taking action.  This approach can be beneficial if it allows individuals time to focus on the problem instead of basing decisions on emotions.  However, others may view this approach as indecisive or ineffective when a quick response is sought.

Dominate Managers
Dominate Managers insist on imposing their ideas on others.  They are usually not open to discussing matters or seeking feedback from others.  Dominate managers may use threats or pressure to accomplish work.  This approach may work when quick decisions are needed, such as in emergency situations when a person’s health or safety is at risk.  However, when used outside of these situations, this approach can result in an intimidating work environment.

Collaborative Managers
Collaborative Managers focus on working together to solve problems.  They are interested in obtaining feedback and creating the best possible solution for all parties.  This process may be time-consuming and may not be the best approach to use in cases where a quick decision is needed as in emergency situations.  However, the approach of collaborative managers is useful when team building and compromise is needed.

Rule-Abiding Managers
Rule-Abiding Managers are focused on complying with government laws and company policies and procedures.  If the policy doesn’t allow it, the rule-abiding manager will not do it.  While this approach promotes consistency and fairness, it does not provide the flexibility that may be needed to address “gray areas” or areas where a minor exception to company policy could enhance employee morale.

The success of being a manager lies in the ability to possess and exhibit each of these managerial approaches at the right time and in the appropriate manner.

This article should not be construed as legal advice.