Leader permits subordinates to take part in decision making and also gives them a considerable degree of autonomy in completing routine work activities.
Combining these categories with democratic (subordinates are allowed to participate in decision making) and directive (subordinates are told exactly how to do their jobs) styles gives us four distinct ways to manage:
❁ Directive Democrat
❁ Directive Autocrat
❁ Permissive Democrat
❁ Permissive Autocrat
Makes decisions participatively; closely supervises subordinates.
Makes decisions unilaterally; closely supervises subordinates.
Makes decisions unilaterally; gives subordinates latitude in carrying out their work.
Makes decisions participatively; gives subordinates latitude in carrying out their work.
Leader makes all decisions unilaterally.
It's important for leaders to think outside the square and know when to take risks. As Wallace Lee advises, 'Take risks with your employees - often they bring pleasant surprises.
By giving people the latitude to work through problems and solutions themselves, you will encourage innovation, creativity and resourcefulness. Let your team think for themselves, don't strangle their creativity. Encourage innovation - Google allows one day a week for every employee for innovation.
This area is often neglected but can't be overstated - it takes little effort to thank someone but it can make all the difference to how people feel on the job.
When it comes to rewards, It's important to provide rewards that people will actually find rewarding. For example, some people love to be taken out for lunch, while others might prefer time in lieu or more autonomy or responsibility. Many managers reward people in the way they themselves like to be rewarded, which is not always effective. Homer buying Marge a bowling ball for her birthday springs to mind.
It's better to tell people what you want them to do rather than telling them what you don't want them to do, according to Crossing. If you have to comment on poor performance, use actual observations to demonstrate the issue and talk about behaviors (which people can change) rather than criticize personalities or make value judgments.