As you have already experienced, there are different types of managers and the different styles of management workers might encounter. A good manager actually transitions and flows between the different roles as the environment or situation dictate. But some managers naturally gravitate toward their dominate style and stays there – regardless of their surroundings. The best advice for working successfully with many of the types is to take full control of your own performance, professional development and career management.
You do this by:
- Continually telling your manager the best way to work with you (how to is described in the Professional Development Toolkit DVD)
- Understand how your boss’s mind works (included in the Professional Development Toolkit DVD)
- Design and review your Performance Business Commitment Plans and Individual Development Plans with your manager (included in the the Professional Development Toolkit DVD
- Keep your Career Press Kit accurate and frequently updated (included in the the Professional Development Toolkit DVD)
- Continually communicate with one-on-one manager meetings (discussed in the Professional Development Toolkit DVD)
- Sustaining a business network that sustains your professional development and career goals ( discussed in the Professional Development Toolkit DVD)
There are 8 text book management styles ( summary at end of note, posted by Touchpoint in General Business on Jan 9, 2012 9:02:00 AM); but a new type has cropped up recently. It’s the BUSY Manager.
Some managers mistaken a “hands-off” approach to mean disengaged. Most companies are understaffed and overworked. Therefore, managers often have more work than their employees can handle and more stakeholders/clients to report to and appease. This often puts the manager in a tailspin – which often tempts them to disengage from their employees. The Global Workforce environment adds additional complications when individuals are remote and on different time zones. This also contributes to the manager losing touch in what’s actually going on in his ranks. In such an environment, most managers are focusing on don-time delivery of current projects.
These busy managers are often impatient with items not directly associated with today’s goal. There is very little time spent on career management and individual development plans for their employees. There is little focus on the training on next generation technology to reduce the learning curve to get ahead of the market. Because of their heavy schedule and budget constraints, managers are often just present focus. They are only focused on what is needed to get them to the next hurdle — but not necessary over it. They are working to keep their heads above water and not necessarily focused on getting out of the water. If employees depend upon managers like that – staying only present focus will eventually drown you.
If you recognize that your manager is has a “present-focus” mindset (because he has so much to do, it’s the only thing he can focus on right now) – you need to take control of your own career and professional development. If you are thinking like the owner or manager (discussed in the Professional Development Toolkit DVD) , you can both appreciate and anticipate need. In “Knowing How You Boss’ Mind Works video (included in the Professional Development Toolkit DVD), you can better position yourself for that excellent performance rating and promotion.
8 Types of Conventional Managers:
Posted by Touchpoint in General Business on Jan 9, 2012 9:02:00 AM
- Active leadership: Active leaders tend to lead by example and set a high standard for themselves and their employees. They wouldn’t ask an employee to take on a task they’d be unwilling to do themselves. They are highly involved in the day-to-day work and fully aware of what’s taking place in the office.
- Democratic leadership: This style seeks to take all stakeholders’ opinions into account and achieve consensus before reaching a final decision. While this style can be frustratingly slow, having all parties involved in a decision can make for an easier and more seamless implementation process. This style promotes more trust, harmony, productivity and job satisfaction in the overall organization.
- Directive leadership: Although less authoritative than autocratic managers, directive leaders do not typically solicit employee input. They often cite a short timeframe, an unpredictable client or an emergency situation as the reason for acting unilaterally. Often this may be true. Other times, they may just have a bit more difficulty letting go of control.
- Paternalistic leadership: This style is also similar to autocratic, except more sensitive to employees perspectives. Managers who embrace this style are concerned with employees’ feelings and wellbeing. However, they will not place individuals ahead of the organization’s success.
- Participatory leadership: Based on a coaching philosophy, this style focuses on empowering employees to seek their own knowledge and make their own decisions when appropriate. It can be very effective in fluid work environments with shifting priorities. A more advanced version of this style is the flat management style, where different managers take the lead on projects, depending on their expertise.
- Servant leadership: Based on a “people-come-first” philosophy, this style has been made famous by writer Robert Greenleaf. The style is based on finding the most talented people to run your organization and then empowering them to do what they do best. The leader sees him or herself as a “servant” to the customer and encourages employees to adopt the same attitude.
- Task-oriented leadership: Leaders who use this style may have once been project managers. They are experts in planning projects, allocating resources, assigning roles, setting benchmarks and keeping to strict deadlines.
The IT Professional Development Toolkit, goes into the: who, what, where, when and how to accomplish all of the above. I also have a transferable skill worksheet. For more information about the toolkit,
