Looking for the one perfect management style that you can use with all your employees?

Well, you can stop looking because the consensus among most management experts is that there is no one best style. Instead, it appears that effectiveness consists of being able to use a variety of management styles.

This management approach, which is called "situational leadership," requires that a manager vary her style depending upon her answer to two questions: 1) How competent is an employee at a task? 2) How much independence does the employee show in doing the task? Effectiveness on the part of the manager is gauged not by what style the manager prefers to use but rather on whether or not the style fits the needs of the employee.

Situational leadership consists of using four different styles. The first is called directing. It is characterized by instructing people how to do tasks, closely supervising their performance, and doing most of the decision making and problem solving yourself. This style is most appropriate with people who are new to a task, or who are weak performers, or if you are in the middle of a crisis and don't have time to consult with them. However, people who use this style exclusively are viewed as autocratic micromanagers.

The second style could be called consultative or coaching. This style requires the manager to continue providing direction but to also involve employees more in problem solving and decision making. This is accomplished by soliciting people's opinions, answering questions, and showing a personal interest in them as individuals. This style is appropriate when people are no longer beginners but are still not fully skilled or confident in their ability to do a task.

The third style is called supporting. You use this style when employees are capable of performing a task but are lacking in confidence. In this role, you are often a sounding board as they voice their concerns or discuss problems. However, rather than solve these problems for them, you offer support or engage them in a dialogue that allows them to solve the problems themselves. Doing so fosters independence and self-confidence in employees.

The fourth style is called delegating. You use this style with employees who are both skilled and confident in their ability to do a job. In many respects, employees at this stage manage themselves and only come to you for new goals or projects or if they need assistance. However, keep in mind that if you use this style before employees are ready, they may feel that you have abandoned them as a boss.

Selecting the right style to use with an employee is a matter of deciding how competent and confident the employee is when doing a particular task. When an employee's competency is low, use more of a directing style. If the person is somewhat competent, use a coaching style. If the person is almost fully competent but has low confidence, use a supporting style. And if the person is both competent and confident, use a delegating style.

Selecting the right style is no minor issue, since using the wrong style can create morale and productivity problems. For example, using a directing style with an employee who is competent can result in the degradation of the person's confidence and skills not to mention making them resent you. On the other hand, using a supporting or delegating approach when the employee is incompetent just sets the employee up to fail and makes you appear indifferent. By correctly assessing where your employee is and matching his or her needs with an appropriate style, both of you end up with your goals satisfied.

When using situational leadership, three caveats to keep in mind are: 1) continue to change your style as the employee develops in competency and confidence or you will freeze that employee at too low a development level; 2) be prepared to use different styles with the same person because while she may be confident and competent on one task, a new task will require a different style; and 3) always manage with the goal of making your employees more competent and self-sufficient, even if not all of them ultimately end up at the delegating stage.

In conclusion, situational leadership has become a popular approach to managing people because it takes into account the differences in employees and because it is a road map for how to move an employee from a lower to a higher level of competency and independence. If you learn to use it, your job will be much easier because your employees will learn how to manage themselves.