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Do you prefer to tell your employees what to do? Do you prefer to delegate? Do you prefer to share the decision-making? Is there one management style that is the best? Although we all search for one easy answer to this question, the answer is no. There is not one best management style for every situation.
There are endless management styles and each one has value in an organization; we need all types of managers in order for an organization to be complete. So how do I choose a style? The most successful managers learn to adapt their style to each unique situation.
Paul Hersey and Kenneth H. Blanchardhave developed a model that outlines leadership styles as they relate to various situations.
Their model is based on the amount of direction and the amount of emotional support a manager must provide to an employee in any given situation. Giving direction is considered a task behavior. Providing emotional support is considered a relationship behavior.
Task directive behavior and relationship supportive behavior make up the two dimensions that help determine which management style to use in any given situation. These behaviors are defined by Hersey and Blanchard as: There are four leadership styles defied by the Situational Leadership model: These four stylesare determined by the level of supportive and the level of directive behavior given from the manager to the employee.
A directing style is high in directive behavior but low in supportive behavior; the employee needs clear, concise directions on how to complete a task and little nurturing support in order to be successful. This style is useful for a new employee, or for an employee charged with completing a task that is new to them.
A coaching management style combines both high supportive and high directive behavior. This style is ideal to use for employee development. It provides the employee with clear direction but also allows the manager to provide support in order for the employee to become a master at their job.
A manager using a supporting style is actively participating with the employee; there is a low level of directive behavior, but a high level of support. The manager works along side the employee. This style is useful for a seasoned employee who may need a moral boost.
Providing support to an employee without telling them how to do their job can build autonomy into any job. The last management style is delegating. This style is low in both supportive behavior and directive behavior. This style is the ultimate preference for managers who want to give there trusted employees autonomy and build their skill set.
Levels of readiness cannot be measured in a total sense; the level will vary depending on the specific task, function or objective. For example, if an employee demonstrates a high level of readiness, that employee is ready to have the manager delegate tasks using a delegating management style.
This style allows the employee to work independently and experience autonomy; job satisfaction will be through the roof!
As a manager, you should have the ability to use any of the Situational Leadership styles in your management skills toolkit.
When you encounter a situation as a manager, try to determine the level of directive and supportive behavior needed. Does the employee know how to complete the task? How confident are you in their abilities?
As the level of employee readiness increases, the manager should adapt a style with reduced task behavior and increased relationship behavior.
Refer to the model below to see where each style falls on both the task behavior and relationship behavior spectrums. For more information on Situational Leadership, visit http:Servant leadership is a leadership philosophy in which the main goal of the leader is to serve.
This is different from traditional leadership where the leader's main .
The delegation process becomes faster and more fluid the more you do it. Once you’ve mastered it, it will become a part of your managerial DNA, and you’ll consistently reap outstanding results. Delegation PowerPoint Presentation Content slides include topics such as: the common objectives for delegation, 7 slides on overcoming barriers to delegating, top five reasons to delegate, 10+ slides on types of questions to ask before delegating, 4 slides with an effective delegation checklist, 6 steps for effective delegation, and appropriate.
Question description. Read the “Developing Your Empowering People (Delegating) Skill” Skills Exercise at the end of Ch.
10 of Management.. Discuss the scenario with your Learning Team..
Consider the five behaviors described for delegating to determine how to handle the scenario.. Prepare a to 1,word paper detailing how your team . Develop Your Nlp Skills Essays and Research Papers. Search. Strategies To Develop Critical Thinking Skills such tendencies towards self-delusion.
For this reason, the development of critical thinking skills and dispositions is a life-long endeavor. Developing Your Empowering People Delegating Skill What is delegation?
As defined in our.
Delegation style. Most newly qualified practitioners find it challenging to delegate aspects of their workload to others. Learning how to delegate is a skill and, like all skills, will improve with practice.