GettingItDone

Situational Management

And

How to Make YOUR Management Style

More Effective!

(Abridged – Dr. Bill Reddin: How to Make Your Management Style More Effective:
McGraw-Hill Book Co Ltd, 1987, ISBN-13: 978-0070849280)

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 AN INTRODUCTION TO MANAGEMENT STYLES

WHAT IS MANAGEMENT STYLE?

Management style is the behaviour exhibited by a leader-manager1 and how that behaviour is perceived in
the context of the situations in which the leader-manager functions. This behaviour includes verbal, Para
verbal, and physical elements (i.e., saying / not saying, as well as doing / not doing).
It is how a leader-manager acts.

IS MANAGEMENT STYLE IMPORTANT?

To the extent to which we want to understand what makes different leader-managers effective (or why a
particular leader-manager is highly effective in one situation and relatively ineffective in another), yes.
Understanding the link between style and effectiveness can provide leader-managers a competitive
advantage in their efforts to achieve significant results.

WHAT DOES ‘EFFECTIVENESS’ MEAN?

There are three kinds of effectiveness to consider: Management Effectiveness, Apparent Effectiveness, and
Personal Effectiveness.

Management Effectiveness (‘ME’ – sometimes referred to as actual effectiveness or simply Effectiveness) is the
extent to which a person meets the output requirements of their position. The leader manager’s only job is
to be effective by this definition. ME can be defined using Effectiveness Areas (or Key Result Areas),
Measurement Methods (or Metrics), and Objectives (SMART).

Apparent Effectiveness, as it sounds, is the extent to which the leader-manager gives the appearance of
being effective. This could be evident in certain kinds of behaviour (such as coming in early, staying late,
rushing from meeting to meeting, high degrees of poise and confidence, etc.), or in the visible trappings of
success (big corner office, degrees, and certificates on the walls, fancy car, etc.).

Personal Effectiveness is the extent to which the leader-manager achieves personal gain (such as status,
promotion, wealth, recognition, etc.).
The three types of effectiveness may be complementary in some situations; however, apparent and
personal effectiveness should never be confused with Management Effectiveness. ME is a critical element
of Management Style, while the others may sometimes come into direct conflict with the achievement of
ME.

1 For our purposes here, ‘leader-manager’ is defined broadly as anyone with accountability for achieving results in an organization – not only those with direct
reports.

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HOW CAN ONE STYLE BE DISTINGUISHED FROM ANOTHER?

Behaviour can be assessed for the degree to which it demonstrates an orientation toward the task (or work)
elements in a situation – called task orientation or TO, and toward the relationship (or human) elements in
a situation – called relationships orientation or RO. When laid against each other graphically, these two
orientations (RO and TO) create a four-pane ‘window’ through which behaviour can be viewed. Each of
the four panes represents a different basic style of behaviour.

The lower left pane, showing low RO and low TO, is

called Separated.

The lower right pane, showing low RO but high TO, is Related Integrated

called Dedicated.
RO

The upper left pane, showing lower TO but higher RO, is

called Related. Separated Dedicated

Finally, combining high TO and high RO, the upper right pane
is called Integrated.
TO

Each of these basic behaviour styles will be well or poorly suited to the needs of any situation. In
considering the fit between style and situation, we begin to address the question of effectiveness and
explore the concept of Management Styles.

HOW ARE BASIC STYLES AND MANAGEMENT STYLES DIFFERENT?

Basic styles are defined in terms of their orientation toward tasks or relationships. They provide a two-
dimensional view of behaviour. This is interesting but does nothing to answer the most critical question:
Which style is best?
The third and most critical dimension is effectiveness. When basic styles are used in different situations, they
will increase or decrease the leader manager’s ability to achieve the expected outputs. Each of the basic
styles has a more effective and a less effective Management style counterpart. The graphic on the following
page illustrates the connection between basic styles, effectiveness, and Management styles.

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Each of the eight Management Styles is described on the following pages …

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 SEPARATED MANAGEMENT STYLES

Deserter a leader-manager who is using a low task orientation and low relationships
orientation in a situation where such separated behaviour is inappropriate and is,
therefore, seen as less effective
Indicators:
Works to rules, minimum output, gives up
Avoids involvement, responsibility, commitment
Gives few useful opinions or suggestions
Uncreative, unoriginal, narrow-minded
Hinders others, makes things difficult
Resists change, uncooperative, uncommunicative

Administrator
Bureaucrat

Separated

Deserter

Administrator a leader-manager who is using a low task orientation and a low relationships
orientation in a situation where such separated behaviour is appropriate and is,
therefore, seen to be more effective
Indicators:
Follows orders, rules, procedures
Reliable and dependable
Maintains systems and going concern
Watches details, efficient
Rational, logical, self-controlled
Fair, just, equitable

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 DEDICATED MANAGEMENT STYLES

Autocrat a leader-manager who is using a high task orientation and low relationships
orientation in a situation where such dedicated behaviour is inappropriate and is,
therefore, seen as less effective
Indicators:
Critical, threatening
Makes (all) decisions
Demands obedience, suppresses conflict
Wants action/results immediately
Downward communication, acts without consultation
Fear, disliked

Benevolent
Autocrat

Dedicated

Autocrat

Benevolent Autocrat
a leader-manager who is using a high task orientation and a low relationships
orientation in a situation where such dedicated behaviour is appropriate and is,
therefore, seen to be more effective
Indicators:
Decisive, shows initiative
Industrious, energetic
Finisher, committed
Evaluative of quantity, quality, waste, time
Cost, profit, sales conscious
Obtains results

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 RELATED MANAGEMENT STYLES

Missionary a leader-manager who is using a low task orientation and high relationships
orientation in a situation where such related behaviour is inappropriate and is,
therefore, seen as less effective
Indicators:
Avoids conflict
Pleasant, kind, warm
Seeks acceptance, is dependent on opinions of others
Makes things easier
Avoids initiation, is passive, gives no direction
Unconcerned with outputs / standards / controls

Developer

Related

Missionary

Developer a leader-manager who is using a low task orientation and a high relationships
orientation in a situation where such related behaviour is appropriate and is,
therefore, seen to be more effective
Indicators:
Maintains open communication channels, listens
Develops talents of others, coaches
Understands others, supports
Works well with others, cooperates
Trusts and is trusted by others

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 INTEGRATED MANAGEMENT STYLES

Compromiser a leader-manager who is using a high task orientation and high relationships
orientation in a situation where such integrated behaviour is inappropriate and is,
therefore, seen as less effective
Indicators:
Overuses participation and consensus
Is yielding and weak
Avoids decisions, produces decisions that are grey and acceptable
Emphasizes tasks and relationships when inappropriate
Is ambiguous, often distrusted

Collaborator

Integrated

Compromiser

Collaborator a leader-manager who is using a high task orientation and a high relationships
orientation in a situation where such integrated behaviour is appropriate and is,
therefore, seen to be more effective
Indicators:
Uses teamwork in decision making
Uses participation and consensus appropriately
Induces commitment to objectives
Encourages higher performance
Co-ordinates others in work

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MANAGEMENT STYLES SUMMARY
LESS EFFECTIVE
DESERTER
Works to rules / minimum output
Avoids involvement/responsibility
Gives few opinions/suggestions
Uncreative / unoriginal / narrow-minded
/ gives up
Hinders others / makes things difficult
Resists change / uncooperative
MISSIONARY
Avoids conflict
Overly pleasant/kind/warm
Seeks acceptance of himself / dependent
Makes things easier
Avoids initiation / passive / gives no
direction
Unconcerned with outputs and standards
AUTOCRAT
Critical/threatening
Makes decisions
Demands obedience
Suppresses conflict
Wants action/results immediately
Downward communication only
Acts without consultation
COMPROMISER
Overuses participation
Yielding / weak
Avoids decisions
Produces acceptable grey decisions
Idealist / ambiguous / distrusted
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BASIC
SEPARATED
Cautious / careful / conservative
Prefers paperwork
Looks for established principles
Accurate / precise / correct
Steady / deliberate / patient
RELATED
People come first
Emphasizes personal development
Informal / quiet / unnoticed
Long conversations
Sympathetic / accepting / friendly
Creates secure atmosphere
DEDICATED
Determined/ aggressive / confident
Busy / driving / initiating
Sets individual tasks and standards
Self-reliant / independent / ambitious
Uses rewards, punishments, controls
Tasks come first
INTEGRATED
Derives authority from aims and ideals
Integrates individual with the organization
Wants participation
Prefers shared objectives
Interested in motivational techniques
MORE EFFECTIVE
ADMINISTRATOR
Follows orders, rules, procedures
Maintains system, going concern
Watches details / efficient
Rational / logical / self-controlled
Fair / just / equitable
Reliable / dependable
DEVELOPER
Maintains open communication
Develops talents of others/coaches
Understands others/supports
Works well with others / cooperates
Trusted by others / trusts / listens
BENEVOLENT AUTOCRAT
Decisive / shows initiative
Industrious / energetic
Finisher / committed
Evaluative of quantity, quality, time
Costs, profit, and sales conscious
Obtains results
COLLABORATOR
Uses teamwork in decision making
Uses participation appropriately
Induces commitment to objectives
Encourages higher performance
Coordinates others in work
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THREE SITUATIONAL ELEMENTS

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 DO LEADER-MANAGERS CHANGE THEIR STYLES?

The fit of the leader manager’s behaviour to the situation’s needs is key to effectiveness. Since
leader-managers tend to face various situations, each of which can have unique style requirements,
changing style appropriately is a crucial Management skill. This skill is known as style flexibility.
Style flexibility is most apparent when a leader manager’s situation changes regularly, putting
significant pressure on the leader-manager to adjust. Yet, the leader-manager seems always to be
“doing the right thing.” Effectiveness almost seems to come without effort.
On the other hand, some leader managers’ situations do not offer many varieties in style
requirements. The leader-manager who resists the temptation to change their style (which would
reduce effectiveness) is said to be resilient. The resilient leader-manager is often referred to as being
“consistent, predictable and stalwart.”

WHAT ABOUT LEADER-MANAGERS’ TENDENCIES?

Concerning behaviours, leader-managers typically demonstrate tendencies to use some more than
others. This tendency is referred to as dominance. The style of behaviour used most often (i.e., more
than the others and in a greater variety of situations) is called the leader manager’s dominant style.
Leader-managers will use both more effective and less effective dominant styles.
Other styles used by the leader-manager are known as supporting styles. These supporting styles may
be used as much as the dominant style or rarely at all.
Finally, there are what are known as rejected styles. Compared to others, these behaviours are used so
rarely (if at all) by the leader-manager that it appears the leader-manager has rejected the styles
(consciously or unconsciously).

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