Before taking on leadership responsibilities, human resource (HR) professionals and managers should seriously consider the management styles. It is also necessary to be able to successfully lead a group of employees in order to have an awareness of the different management styles. Human resources professionals and managers may benefit from learning various management styles to determine which suits the firm’s demands. Moreover, it aids them in assessing the quality of their team members, which is critical for establishing a cohesive and productive unit.
Types of Management Styles
Participatory Style
The participatory management style encourages workers to participate actively in the decision-making process, making it crucial for managers and HR professionals to grasp. The management may ensure that their team takes ownership of the project and is involved by incorporating them in decision-making (Aqqad et al., 2019). Furthermore, this management style fosters a culture of trust since it makes workers feel appreciated and valued, which may boost their spirits and productivity.
Directing Style
Understanding the directing style is crucial for managers and HR experts since it enables them to take charge of the situation and guarantee that tasks are finished on time. This management approach is often employed when there is a requirement to complete tasks quickly and effectively since the manager can provide the team with clear instructions and direction (Hill, n.d). It may work well in certain circumstances but may also prevent the team from acting independently and creatively.
Teamwork Style
HR professionals and managers must understand the teamwork style since it encourages workers to collaborate to achieve tasks. This method is often employed when the team must work together to accomplish the desired outcomes. It encourages people to be innovative, take ownership of the project, and collaborate effectively (Aqqad et al., 2019). This approach may boost morale and productivity while also creating a feeling of camaraderie among team members.
Participative Style
A participative style is critical for HR professionals and managers to grasp since it encourages workers to participate actively in decision-making. This method is often employed when the team must work together to accomplish the desired outcomes (Hill, n.d). It encourages people to be innovative, take ownership of the project, and collaborate effectively. Utilizing a participatory approach in the workplace is essential for effective teamwork, greater job satisfaction, and obtaining desired results.
Free-Reign Style
Free-reign styles empower workers to work autonomously and take ownership of their projects, which managers and HR professionals need to understand. As it encourages workers to take chances and think outside the box, this management style should often be applied when creativity and innovation are required (Society, 2023). As a result of workers needing to be held to a set level, it may also cause a lack of responsibility.
Combination of Management Styles
A vital role of every HR professional or manager is team management. Different management styles need utilization to accomplish various objectives, and it is critical to understand how to mix them to build an effective plan. Management styles such as participatory, free-reign, direct, task-centered, people-centered, and collaboration may need to be utilized to effectively manage many sorts of projects, such as those demanding innovation, tight deadlines, or team building (Chandolia & Anastasiou, 2020). HR professionals and managers may use this information to develop a practical team management approach.
Situation 1
When considering a substantial change, it is critical to thoroughly analyze the mix of management styles that might be applied. Different management techniques may be more successful depending on the nature of the change and the objectives being pursued. A participative approach mixed with a guiding style is one possible combination. A participatory approach enables workers to participate actively in decision-making and gives them ownership of the project (Libraries, 2016). This may ensure that individuals’ opinions are taken into account while decisions are being made. In this case, a directing approach is also beneficial since it enables the manager to offer clear direction and leadership to the team while ensuring that tasks were performed on time.
Situation 2
A mix of task-centered, directing, and collaboration approaches may be helpful in this circumstance. The task-centered approach emphasizes outcomes and motivates workers to perform assignments efficiently and on schedule. A commanding style helps the manager take command of the issue and guarantee that duties are on schedule (Hill, n.d). Finally, the collaboration style encourages workers to collaborate on assignments. This method is often employed when the team must work together to accomplish the desired outcomes.
Combining these three approaches may guarantee that the project is done effectively and on schedule. The task-centered approach will guarantee that the team stays focused on their duties and completes them efficiently (Chandolia & Anastasiou, 2020). The guiding style will give clear direction and advice to the team so that they know what to do and how to accomplish it. Finally, the collaboration style will motivate the team to collaborate and communicate productively to finish the project.
Situation 3
When workers have difficulty completing tasks and performing below expectations, a mix of two or more management styles may be employed to enhance team performance. Different mixes of styles may be more successful depending on the scenario. The task-centered style and the participatory style are one possible combination of styles. The task-centered methodology places a premium on results and motivates workers to complete their assignments well and on time (Society, 2023). This technique might be helpful when time is of the essence, and it is necessary to complete tasks fast. The participatory approach enables workers to take part actively in policymaking and gives them ownership of their initiatives (Doellgast & Benassi, 2020). Combining these two techniques allows the manager to guarantee that things are performed on time while also making staff feel empowered and respected.
Situation 4
A mix of teamwork and participatory styles may be advantageous for a motivated employee who lacks expertise. The teamwork approach promotes cooperation and encourages workers to collaborate to accomplish the desired goals (Libraries , 2016). This method may assist the employee in understanding their function in the team and how their unique contribution can assist the team in reaching its objectives. The participatory method encourages employees to actively participate in decision-making, which may help them build confidence and enhance their talents. This method also enables workers to take ownership of the project, which may lead to increased creativity and innovation.
The teamwork approach creates a cooperative and trusting atmosphere, which might be advantageous for a driven but inexperienced employee. This management style encourages people to collaborate and communicate to achieve a shared objective. The interactive technique is particularly advantageous for a motivated but inexperienced employee (Doellgast & Benassi, 2020). This technique encourages employees to keenly contribute to decision-making, which may help them build confidence and enhance their talents. This method also enables workers to take ownership of the project, which may lead to increased creativity and innovation.
References
Aqqad, N., Obeidat, B., Tarhini, A., Ra’, N. A., Masa’, ed, & deh, N. A. (2019). The relationship among emotional intelligence, conflict management styles, and job performance in Jordanian banks. International Journal of Human Resources Development and Management, 19(3), 225. Web.
Chandolia, E., & Anastasiou, S. (2020). Leadership and conflict management style are associated with the effectiveness of school conflict management in Epirus, NW Greece. European Journal of Investigation in Health, Psychology and Education, 10(1), 455–468. Web.
Doellgast, V., & Benassi, C. (2020). Collective bargaining. Handbook of Research on Employee Voice, 239–258. Web.
Hill Education., M. G. (n.d.). Chapter 15 Collective Bargaining and Labor Relations (1st ed.). McGraw-Hill Education.
Libraries, M. (2016). Human resource management (1st ed.). University of Minnesota Libraries.
Society, F. (2023). Labor unions. History of unions & collective bargaining. Web.