Early theories of leadership sought to identify the specific traits associated with strong leaders. For example, it was once believed that taller people are better leaders than shorter people. Physical appearance, intelligence, and public speaking skills were also thought to be “leadership traits”.
Researchers eventually realized, however, that these traits could not be used to predict leadership potential. Instead, attention shifted to leadership behaviors, or managerial styles. A managerial style is a pattern of behavior that a manager exhibits in dealing with subordinates.
Managerial styles run the gamut from autocratic to democratic to free-rein. Most managers do not clearly exhibit any one particular style. But these three major types of managerial styles involve very different types of responses to a problem, all of which may be appropriate under different circumstances.
Managers who adopt an autocratic style simply issue orders and expect those underneath them to obey unquestioningly. Probably the best example of autocratic style is a military commander on the battlefield. The autocratic style allows for rapid decision making, because no one else is consulted. It may therefore be useful if a firm is attempting to use time-based competition.
Some subordinates prefer this type of manager, especially when they do not wish to have a voice in making decisions and simply want someone else to direct their actions. However, many people who work under autocratic managers feel frustrated because they have no input.
In contrast to autocratic managers, managers who adopt a democratic style ask their subordinates for suggestions prior to making decisions but retain final decision-making power. For example, the manager of a technical group may ask other members of the group to interview an applicant for a position and give their opinions. But the manager will ultimately make the decision whether to hire that individual.
People who want to make all their own decisions and those who do not want to be involved in the decision-making process will be uncomfortable with the democratic approach to leadership. However, many people respond positively to this management style and are motivated to work hard for managers who use it.
Finally, managers who adopt a free-rein style serve as advisers but allow subordinates to make most decisions. This style is sometimes called a laissez-faire style, from the French for “let them do it”. A person chairing a local committee of volunteers to raise funds for a new library may find a free-rein style most effective.
The free-rein style can increase employee creativity, helping a firm or other organization find creative solutions to pressing problems. Employees who have a strong desire to make their own decisions and plan their own work will be motivated by and satisfied with the free-rein style or management. However, not all subordinates have the necessary background to make all decisions, nor is everyone sufficiently self-motivated supervision.