Increase profitability by 23%
Boost productivity by 21%
Increase profitability by 23%
Boost productivity by 21%
A quick insight: Management styles describe how managers make decisions, set expectations and support employees. Your style shapes trust, clarity and wellbeing. Understanding your default approach helps you lead with more awareness and confidence. This guide outlines six common styles and how to apply them in real work.
Managers rarely wake up and choose a leadership approach. They act from instinct, habit and experience. Each of us has a way of communicating, directing and guiding work that feels natural. Sometimes that instinct works well. Sometimes it creates friction. When it comes to managing, the point is not to label yourself as one particular “type”, but rather to understand how your preferences and tendencies show up for others.
When you recognise your default management style, things begin to make a lot more sense. You notice when a situation needs clarity rather than collaboration, or when someone needs more space rather than more instruction. You also understand where your approach supports wellbeing and where it could unintentionally create pressure.
Long-running research such as the World Management Survey links consistent management practices with higher productivity and performance across countries. The CIPD’s Good Work Index tracks how job quality and workload shape health and morale in the UK. The Chartered Management Institute has found that poor management remains a top reason why people leave roles, which is costly and avoidable.
These sources point to a simple truth: how managers manage makes a tangible difference. So it’s a good idea to understand how you manage, so you can get the most out of your employees while helping them to feel supported and encouraged.
Read on to discover 6 common management styles, and check out our quiz below for a quick assessment and to understand where you fit:
It’s important to know that these styles are not personality types. They are patterns in how managers decide, direct and support work. Most effective managers flex between styles depending on risk, pace and capability.
Below are 6 popular management styles. Remember to take our management style quiz above if you’re keen to know which one aligns with you best.
The autocratic style places decision-making authority with the manager. Instructions are direct and expected to be followed. The aim is to reduce uncertainty by providing a single clear point of direction. This style appears most in high-pressure environments, urgent situations or contexts where errors carry significant consequences. The benefit is speed and clarity, especially when problems must be solved quickly.
However, autocratic leadership can limit employees’ ability to contribute ideas or develop judgement. When used continuously in settings that do not require tight control, people may feel undervalued and disengaged. The effectiveness depends on whether the situation genuinely requires rapid, centralised decisions.
Pros: Clarity, speed, firm coordination
Cons: Can reduce ownership and voice over time
In practice:
Picture a system failure that stops customer service delivery. The manager steps in, assigns tasks to resolve the issue, sets short timeframes and requests updates at regular intervals. The focus is on restoring function quickly. Reflection and group learning may happen later, but the immediate style is directive because the stakes are high.
The democratic style (very similar to Goleman’s democratic leadership style) actively involves employees in shaping decisions. The manager encourages open discussion, listens to perspectives and then makes a final call that reflects both the situation and the input gathered. This approach helps build shared understanding and commitment to decisions. It works best when multiple viewpoints can strengthen the outcome and when trust and engagement matter.
However, without structure, this style can lead to long conversations without resolution. It needs clear decision boundaries so discussions end in action rather than extended debate.
Pros: Stronger commitment, better ideas, more shared ownership
Cons: Can slow pace if not time-limited
In practice:
Before redesigning a workflow, the manager asks employees what gets in the way of smooth delivery. They gather practical insights, summarise themes and explain how these insights shaped the final decision. The group sees their input reflected and understands why the final route was chosen.
The delegative style gives capable employees responsibility for deciding how work is done. The manager sets direction, clarifies goals and then steps back. This approach relies on trust, experience and a strong, shared understanding of outcomes. When the team is confident and skilled, this style allows for faster iteration and greater ownership.
However, when goals are unclear or employees require more structure, this can feel like lack of support rather than empowerment. Success depends on clarity at the start and follow-up that focuses on support rather than oversight.
Pros: Encourages innovation, ownership and autonomy
Cons: Can result in drift without clear outcomes
In practice:
A product manager is tasked with improving onboarding experience. Instead of prescribing steps, the manager sets measurable outcomes, provides context on timeline and checks in every two weeks to discuss progress and barriers. The focus is on support rather than directing how each task happens.
The transformational style focuses on meaning and direction. The manager communicates a compelling reason for change and links work to values and purpose. It encourages people to stretch, experiment and see their work as contributing to something meaningful. It is particularly helpful during periods of organisational change or when teams need renewed enthusiasm.
However, inspiration must be paired with realistic priorities. If the vision is ambitious but workload remains the same, people can feel overwhelmed. Transformational leadership works best when it is backed by practical resourcing and clear scope.
Pros: Strong alignment, renewed energy, sense of purpose
Cons: Risk of overload if capacity does not match ambition
In practice:
During planning season, the manager identifies a small number of important outcomes and explicitly removes lower value work to make room. Success is celebrated in public forums to reinforce the purpose behind the effort.
The transactional style is built around clear agreements. The manager defines expectations, tracks performance and responds consistently. This approach works well in environments where reliability and consistency matter. It provides structure, clarity and predictable accountability.
The risk is that work becomes focused solely on targets rather than value. To avoid this, measures need to be meaningful and linked to purpose, not just volume.
Pros: Clear expectations and predictable performance
Cons: Can narrow focus to metrics if not balanced
In practice:
A customer support team has clear service level targets. The manager posts weekly updates, recognises improvements and discusses any performance dips constructively. The aim is fair accountability that feels transparent rather than pressurised.
Servant leadership focuses on supporting people so they can do their best work. The manager removes blockers, listens actively and advocates for employees. People feel seen and respected and they generally perceive their leaders to have high emotional intelligence. This style can strengthen loyalty, retention and shared commitment.
However, care still needs structure. Servant leaders must set clear expectations and make decisions when necessary. A supportive manager who avoids difficult conversations may create confusion or uneven standards.
Pros: Trust, wellbeing and long-term capability
Cons: Can feel slow during urgent change if boundaries are unclear
The manager holds short, regular conversations that focus on what is making work harder. They make changes quickly, and follow up to check whether those changes improved the situation. They lead by being present and attentive rather than directive.
One management style above might feel right the majority of the time, but it’s important to know that, as with most things, management style is not fixed. You have a default approach, but you can learn to flex when the work or the people require something different. If you want clarity about your style and how others experience it, our executive coaching team can help. We work with managers to understand their style, build range and make small adjustments that employees can feel.
If you want structured feedback from employees and peers, our 360 feedback tool can reveal patterns that are hard to see on your own. It can highlight strengths, blind spots and opportunities for meaningful change.
Understanding your management style is only the first step. Real growth comes from seeing how others experience your approach. That’s where 360 feedback makes a real difference.
Through a well-structured 360 feedback platform, you can see how your leadership behaviours land. The insights can confirm what’s working and highlight blind spots that might hold you back. It’s not about criticism. It’s about perspective and creating a rounded view that helps you manage with greater confidence and empathy.
Used well, 360 feedback turns awareness into action. You start to understand how your tone, communication and decision-making affect employee sentiment. You also gain the information you need to make meaningful change.
Ready to learn more? Talk to us about our 360 feedback platform and discover how a structured, human approach to feedback can help you strengthen your management style and support meaningful change across your organisation.
