What are behavioural styles?There are four core behavioural styles inmanagement. This comes from the book Industrial psychologists by David Merrill.David found that there are two dimensions of behaviour that would determine thefour styles of managerial approaches.
The four behavioural styles are:analytical, amiable, driver and expressive.The two dimensions of behaviour areassertiveness and responsiveness. 1Figure 1 This figure is a graphical representation of the two dimensions of behaviour and how managerial styles lie within those dimensions. Figure1 above shows how the four styles of managerial behaviour are respective to thetwo dimensions of assertiveness and responsiveness. According to business insider (referenced below)”Assertiveness is the degree to which people’s behaviour is seen as forceful and directive.” Being an assertive person often means a person is more energetic andreacts quicker than people of a less assertive nature. Assertion is importantwithin managerial roles as it is an effective way of driving a work force whenused correctly.
From the article the authors wrote “When twopeople of different styles live or work together, one or both must adjust. Ifneither adapts to the other, communication will deteriorate, cooperation willdecline, the relationship will be stressed, and in work situations productivitywill inevitably slump.” Therefore effective business leaders will takethis into consideration and aid different behavioural styles to work with oneanother. Current productivity in the news:Productivity, or more preciselythe lack of productivity, is one of the great puzzles of the British economy atthe moment.Productivity growth since the2007 credit crunch has been very poor, if it continues on the current path wewon’t be able to pay ourselves in the UK.The reason that there is lowproductivity can be brought down to Britain’s regions. Areaslike London and South-Eastern England have productivity levels high above theaverage for the nation and are equal to economies of rival economies such asFrance and Germany.
The only towns inthe United Kingdom that are above average in their productivity are London,Aberdeen and Bristol. What is employee engagement? Employee engagement is anapproach within a work environment that results in the right conditions forevery worker in an organisation to work most efficiently. Employee engagement relieson two way communication between higher management and employees. This approachthat increases the possibilities of a business’s success, this contributes toorganisational and individual employee performance, productivity and theworkers wellbeing. Employee engagement isunderstanding a person’s role within a business, and being motivated andworking hard where it fits in the organisation’s specific purpose and objectives.
It is also about having an understanding of how an organisation is meeting itspurpose and business objectives, how it is changing to fulfil those better, andbeing given a voice in its journey to offer ideas and express views that aretaken account of as decisions are made.Employee engagement is aboutbeing included fully as a member of the team, focused on clear goals, trustedand empowered, receiving regular and constructive feedback, supported indeveloping new skills, thanked and recognised for achievement. What makes an effective leader?Certain qualities are vital to being aneffective leader within a business environment. Such qualities include:passion, vision, knowledge and communicator.Withoutpassion, a leader will not make the crucial risky decisions and turn them intoactions and have their employee’s follow their lead on the project or piece ofwork. This is not to imply that all decisions are of this nature. But passionof a subject allows managers and leaders to be more motivated towards theirwork and will be more willing to make courageous choices to make largerrewards. Whatgreat managers know: A parable is used in the book “First breakall the rules” it says: “Thereonce lived a scorpion and a frog.
The scorpion wanted to cross the pond, butbeing a scorpion, he couldn’t swim. So he scuttled up to the frog and asked:”please, Mr. Frog, can you carry me across the pond on your back? “I would” replied the frog, “but under the circumstances, I must refuse. Youmight sting me as I swim across.””But why would I do that?” asked the scorpion. “It is not in my interests tosting you, because you will die and then I will drown.” Although the frog knew how lethal scorpions were, the logic proved quitepersuasive. Perhaps, felt the frog, in this one instance the scorpion wouldkeep his tail in check.
So the frog agreed. The scorpion climbed onto his back,and together they set off across the pond. Just as they reached the middle ofthe pond, the scorpion twitched his tail and stung the frog.
Mortally wounded,the frog cried out: “Why did you sting me? It is not in your interests to stingme, because now I will die and you will drown””I know” replied the scorpion as he sank into the pond. “But I am a scorpion. Ihave to sting you. It’s my nature.” 2 People are often encouraged to think likethe frog, that people’s nature do change. A manager’s duty is to takeresponsibility in directing changes in nature.
Managers need to make rules andpolicies which control or adapt around peoples natural urges andcharacteristics. However the best managers reject this idea, they are clear inremembering the key thing the frog forgot and that was that every person istrue to their own nature. These managers know that people are motivated indifferent ways and everyone has their own thought process and way of relatingand working with others. With every employee, effective managers know there isa cap on how much you change someone. The knowledge of knowing that peoplecan’t be changed that much and that working with people’s strengths is thefoundation of success for managers as it encourages more effective team workingand individual work. In modern times it is often hard find goodmanagers this is because smart, effective performers are promoted into managerialpositions without knowing what the particular role is, let alone how to playthe role. They are often send off on leadership courses to give them a slightidea on what they have to do. However this more often than not leads to theseworkers being more excited about the role and the new status, and often neglectthe day-to-day challenge of becoming an effective manager.
This leads to poorer management of the workforceas the lower level managers are more focused on personal gain. Large companiesthat dominate today’s markets require more self-sufficient employees and moreaggressive leaders. But self-directed groups in the workplace are not capableto look within the employees and bring out the unique talents that they have.During large changes in businesses good managers keep the company robust,enough to stay focused on the objectives that need to be met but also to allowflex without breaking the structure. Inthat way a manager has a catalyst role, in the way that they speed up reactionsto reach a desired end product. 1http://www.businessinsider.com/4-behavioral-styles-that-determine-productivity-at-work-2013-5?IR=T2 An extract from ‘First break all the rules’ by Marcus Buckinghamand Curt Coffman – page 56