6 managerial styles

Coercive -- Manager's Primary Objective: Immediate compliance

Rewards personal characteristics sometimes as much as job performance

Democratic -- Manager's Primary Objective: Building commitment and generating new ideas

• Trusts that employees can develop the appropriate direction for themselves and the organization
• Invites employees to make decisions affecting their work
• Holds many meetings and listens to employees' concerns
• Rewards adequate performance; rarely gives negative feedback

Pacesetting -- Manager's Primary Objective: Accomplishing tasks to high standards of excellence

• Leads by example
• Has high standards and expects others to know the rationale behind what is being modeled
• Is apprehensive about delegating
• Takes responsibility away if high performance is not forthcoming
• Rescues the situation or gives detailed task instruction when employees experience difficulties
• Sees coordination with others only as it impacts the immediate task

Coaching -- Manager's Primary Objective: Long-term professional development of others

• Helps employees identify their unique strengths and weaknesses
• Encourages employees to establish long-range development goals
• Reaches agreement with employees on the manager's and employees' roles in the development process
• Provides ongoing instruction as well as feedback
• May trade off immediate standards of performance for long-term development

研究显示，Organizational Climate 是由manager 表现出来的style影响的。没有一个单一的正确的style，最有效的style是适合task，人以及特殊的情形的。在action之前，要考虑的有：

• Skill and experience of the employees
• Employees' performance (strengths and weaknesses)
• Employees' understanding of and commitment to organizational goals
• Nature and complexity of the task
• Time pressures
• Risk associated with the situation
• Resources available (e.g., time, people, money)

越是有效的使用更多的style，成功的可能性就越大！manager必须准确地判断情形，选择有效的style。