The best way to manage therefore depends on multiple factors, sometimes involving a more relational approach or one more focused on results. While it may not be possible to paint the portrait of the ideal manager, this article aims to explore the different management styles so that managers can pick and choose resources that will help them adapt their management style to the context. The ideal manager being, of course, the one who can keep their teams motivated, achieving or even exceeding expected results.
Which type of management should be favored and on which occasions? That is what we will detail in this article.
The different types of managers
There is no good or bad management style, only a management approach that is more or less suited to the situation and the company’s context. A good manager must be able to switch from one management style to another depending on the situations encountered; this is what we call situational management. It involves adapting your management style and being able to move, for example, from directive management to a more participative management, if the context requires it.
We have chosen here to detail the 4 most commonly encountered types of management to give you as many keys as possible to adapt your management to the situations you face.
Directive management
Directive management is focused on results and gives little attention to relationships. It is a very vertical, top-down management style, in contrast to horizontal management.
The directive manager favors written communication, precise instructions, and limits oral interactions to sharing identical information with everyone. Decisions are centralized; they retain strategic choices and order specific actions.
The directive manager is focused on control, monitoring results and the proper application of processes. They expect employees to apply the methods provided and to demonstrate the same rigor as they do.
This type of management leaves little room for the personal initiative of team members, making it a management style suited to emergency or crisis situations where decisions need to be made quickly. This management style also works with an inexperienced or newly formed team that needs strong guidance to gradually gain autonomy.
Participative management
Unlike directive management, participative management focuses less on results and emphasizes relationships.
The participative manager positions themselves as equal to their team members and encourages exchange, collaboration, and expression from everyone. They believe in the power of collective intelligence. They position themselves more as a facilitator or coach rather than a boss, to help reveal each person’s strengths. They prioritize support, advice, and listening.
Objectives are defined collaboratively, as are action plans. Initiative-taking is encouraged, and everyone can freely share their ideas. This attitude creates a friendly work atmosphere and strong individual involvement. This type of management fosters creativity and innovation.
Delegative management
Delegative management is a style that promotes autonomy and accountability. The delegative manager, as the name suggests, delegates as many tasks as possible to employees while providing them with the guidelines needed to achieve objectives (action plans, methods, available resources). Once the guidelines are communicated, they leave employees to work autonomously and regularly reviews results with them. Here the approach is neither focused on results nor on relationships, but on each person’s accountability: the delegative manager responds to their team’s requests but lets them make the decisions.
Touchpoints are therefore intended to define monitoring indicators, establish action plans, and track KPIs. This way, employees are fully empowered, which increases their involvement.
The delegative manager expresses trust in their team by letting them work independently while guiding them on the objectives to achieve. They provide indirect support by fostering initiative-taking and sharing useful information to achieve results on time.
This management style promotes the acquisition of new skills and innovation. This approach works very well with experienced individuals. Be careful, however, not to create insecurity for your employees if they find themselves facing situations beyond their capabilities. The delegative manager must remain available and offer the possibility of regular check-ins for employees who feel the need.
Persuasive management
This management style is equally focused on relationships and results. The persuasive manager positions themselves as a coach alongside their team and pushes them to excel. They motivate their employees by involving them in decisions without imposing on them. They adopt open communication, influence rather than impose, and argue their choices to win everyone’s buy-in. In this way, they set the objectives to achieve while involving employees who feel free to express themselves and work autonomously.
Persuasive management supports teams, highlights positive results, and is about exchange and challenge. It pays particular attention to team motivation.
Adapting management styles to remote work
With the rise of remote work, adapting management styles to a remote team has become crucial. Remote work presents challenges, particularly in maintaining team motivation, cohesion, and communication, both among team members and with the manager.
In the context of remote work, the directive manager will focus on establishing precise objectives and using online project tracking tools like Trello or Asana. The participative manager, who naturally fosters collaboration, will involve team members in decisions using online collaborative tools like Slack or Microsoft Teams. The delegative manager will entrust responsibilities to their teams and find balance by extensively using communication channels to maintain trust. Finally, the persuasive manager will highlight the advantages of remote work to maintain their teams’ motivation and interest.
The impact of manager type on the team and the company
The choice of manager type or management style within a company has a significant influence on team dynamics and the organization’s overall results.
The impact of a manager transcends the simple framework of supervision to affect aspects such as productivity, employee satisfaction, and the company’s long-term viability.
Indeed, as we have seen through the different styles described above, the management style adopted directly influences the attitude and motivation of team members. A caring manager, who listens and is able to understand the individual needs of their employees, creates an environment conducive to collaboration and professional fulfillment. Conversely, authoritarian or distant management can generate stress, mistrust, and lead to a toxic atmosphere within the team.
An inspiring leader, capable of defining a clear vision and involving their team in achieving objectives, stimulates employee engagement and enthusiasm. On the other hand, a manager who is deficient in communication or lacks strategic vision can compromise employee motivation, leading to decreased productivity and a deterioration of the work climate.
At the organizational level, the type of manager contributes to shaping corporate culture. A manager oriented toward skills development, recognition, and innovation fosters the creation of a positive and proactive culture. Conversely, a manager focused solely on immediate results at the expense of employee well-being risks generating a culture centered on competition and fear of failure.
Regardless of their management style, a good leader should strive to:
- develop the autonomy of team members;
- adapt their management style to different situations;
- listen to their employees and be available;
- create a work environment conducive to everyone’s fulfillment.
How to identify the ideal manager type for your company?
To identify the ideal manager type for your company, it is essential to clearly define the company’s objectives and strategy.
An “ideal” manager must be aligned with the organization’s core values and ambitions. If the company aims for innovation, creativity, and adaptability, a manager with transformational leadership skills might be preferred. Conversely, a company focused on stability and rigor might benefit more from a manager oriented toward strategic planning and efficient operations management.
Next, the organizational culture must be analyzed. Every company has a unique culture that influences how work is accomplished and how professional relationships develop. An ideal manager must be in harmony with this culture or be capable of transforming it positively. For example, if a company fosters a collaborative and inclusive environment, a manager focused on teamwork and open communication might be better suited.
Understanding the necessary managerial skills is also a key step. Depending on the specific challenges the company faces, such as change management, talent development, or conflict resolution, it is essential to determine the priority skills. An ideal manager must possess a set of skills tailored to the company’s current and future needs.
Finally, involving employees in the selection process can provide a valuable perspective. Employees have in-depth knowledge of operational needs and interpersonal relationships within the team. Their participation can help identify the managerial characteristics that foster a productive and fulfilling work environment.
Conclusion
It is very ambitious, even utopian, to seek to define an ideal manager. Management is above all about human relationships rather than theories. A good manager must have the situational intelligence to adapt – and adapt their management style – based on the context, the company, and their team.
The manager’s key objective must, at all times, be to lead their team toward the best results while fostering the well-being and fulfillment of each individual.
