We will delve into the four management styles identified by Likert: authoritarian-coercive management, benevolent-paternalistic management, consultative management, and participative management. Each style will be described in detail, with concrete examples and case studies to illustrate their appl...
The different management styles and the vision of corporate culture by Rensis Likert
Likert is an American psychologist who is interested in different ways of managing. He
notably highlighted four main ones:
- To begin with, there is a management called directive, or sometimes seen as authoritarian. It
is about conforming to a hierarchical positioning by assuming one's position with authority.
You must therefore proceed with clear instructions and by behaving fairly and strictly with
your colleagues, paying no attention to their feelings, feedback and questions. With a vertical
dimension, it aims for success through results and the pursuit of an organizational goal. The
manager will not be interested in the interests of his teams but will continue to monitor their
methods and their productivity. His leadership is affirmed by often rapid decision-making and
aimed at efficiency while neglecting manners and relationships. Despite its contribution to
achieving objectives and success, it remains challenged by the reduction in motivation and
commitment of the teams involved. Initiatives are abandoned and relationships neglected,
which can lead to a harmful context. Thus, the risk of discomfort, stress or even burn-out is
also greater, impacting work relationships. Some would limit it to epiphenomena of the life of
a company such as crisis management or urgent responses. This requires showing a certain
charisma, taking initiative, leadership to know how to decide and a certain pragmatism.
- The second management described would be persuasive which, unlike the first, is more
interested in the human factor. Often focused on a paternalistic paradigm, the persuasive
leader will compare results with human balance. He acts as an arbiter and is satisfied with the
initiatives and opinions of his collaborators while having the hand to arbitrate on the main
measures. By bringing employees together, the working atmosphere is more peaceful. He
applies his decisions with pedagogy and ensures the smooth running and support of his
company. It aims for a lasting and fruitful collaboration, rewarding and valuing the most
deserving. He knows how to emphasize in his speech the feelings and motivation inherent to
their activity. He knows how to adapt the organization to the development of his relationships.
Structure and cohesion are at the center. By focusing on the relational aspect, the manager
must remain lucid to make the right decisions and preserve results. Thus, it takes a competent
leader to know how to encourage actions while remaining firm and authoritarian when the
situation requires it because he or she has the last word. The responsibility left does not mean
that management is absent. This type of management goes hand in hand with a very
experienced manager capable of mastering a subject more than his colleagues. He has a
position of expertise and serves as a guide to perfect the proper functioning of the
organization.
- The third management style encountered is so-called participative management. It has
especially proven itself within young companies or start-ups. Despite his positioning, the
participative leader asks his colleagues to know their views and their recommendations on the
smooth running of the company. Thus, people also remain at the heart of the project with a
more horizontal approach, based on transversality while not always respecting hierarchical
standards. The leader appears more like a manager than a leader. He takes pleasure in treating
his entire team on an equal footing, basing their relationships on trust and proximity. He
empowers members and practices attentive listening to discern the state of mind and promote
healthy emulsion. He demonstrates emotional intelligence to grant the same commitment to
everyone. The quest for well-being and the establishment of better working conditions are at
the center of its mobilization strategy. The initiatives and freedoms left are all means of
empowerment and shine for employees, offering a new, innovative and creative eye. The
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