Democratic

Bureaucratic

Autocratic

Charismatic

Laissez-faire

Democratic

Bureaucratic

Autocratic

Charismatic

Laissez-faire

These managers lead ‘by the book’, ensuring that their staff follow set procedures exactly. This style is appropriate when dealing in areas of great risk; for example, chemical plants and cash-handling.

These managers have complete power with managers being demanding and dictatorial, and often make negative statements and take credit for results. They engender feelings of low morale among staff.

These managers are regarded as being very high-powered and energy driven, injecting great enthusiasm into work teams. There is also the risk that unless they commit long-term, the project may fail.

These managers will invite input from others who will be affected by the decision, while still making the final decision. This creates a feeling of cooperation and participation within the organisation.

These managers allow people to get on with their work. There are varying degrees of this style, from failing to lead at all, to empowering teams to work independently, while at the same time monitoring their progress.

These managers lead ‘by the book’, ensuring that their staff follow set procedures exactly. This style is appropriate when dealing in areas of great risk; for example, chemical plants and cash-handling.

These managers have complete power with managers being demanding and dictatorial, and often make negative statements and take credit for results. They engender feelings of low morale among staff.

These managers are regarded as being very high-powered and energy driven, injecting great enthusiasm into work teams. There is also the risk that unless they commit long-term, the project may fail.

These managers will invite input from others who will be affected by the decision, while still making the final decision. This creates a feeling of cooperation and participation within the organisation.

These managers allow people to get on with their work. There are varying degrees of this style, from failing to lead at all, to empowering teams to work independently, while at the same time monitoring their progress.

These managers lead ‘by the book’, ensuring that their staff follow set procedures exactly. This style is appropriate when dealing in areas of great risk; for example, chemical plants and cash-handling.

These managers have complete power with managers being demanding and dictatorial, and often make negative statements and take credit for results. They engender feelings of low morale among staff.

These managers are regarded as being very high-powered and energy driven, injecting great enthusiasm into work teams. There is also the risk that unless they commit long-term, the project may fail.

These managers will invite input from others who will be affected by the decision, while still making the final decision. This creates a feeling of cooperation and participation within the organisation.

These managers allow people to get on with their work. There are varying degrees of this style, from failing to lead at all, to empowering teams to work independently, while at the same time monitoring their progress.

These managers lead ‘by the book’, ensuring that their staff follow set procedures exactly. This style is appropriate when dealing in areas of great risk; for example, chemical plants and cash-handling.

These managers have complete power with managers being demanding and dictatorial, and often make negative statements and take credit for results. They engender feelings of low morale among staff.

These managers are regarded as being very high-powered and energy driven, injecting great enthusiasm into work teams. There is also the risk that unless they commit long-term, the project may fail.

These managers will invite input from others who will be affected by the decision, while still making the final decision. This creates a feeling of cooperation and participation within the organisation.

These managers allow people to get on with their work. There are varying degrees of this style, from failing to lead at all, to empowering teams to work independently, while at the same time monitoring their progress.

These managers lead ‘by the book’, ensuring that their staff follow set procedures exactly. This style is appropriate when dealing in areas of great risk; for example, chemical plants and cash-handling.

These managers have complete power with managers being demanding and dictatorial, and often make negative statements and take credit for results. They engender feelings of low morale among staff.

These managers are regarded as being very high-powered and energy driven, injecting great enthusiasm into work teams. There is also the risk that unless they commit long-term, the project may fail.

These managers will invite input from others who will be affected by the decision, while still making the final decision. This creates a feeling of cooperation and participation within the organisation.

These managers allow people to get on with their work. There are varying degrees of this style, from failing to lead at all, to empowering teams to work independently, while at the same time monitoring their progress.

Organising

Planning

Reflecting

Controlling

Ensuring social responsibility; upholding company policies; assigning tasks and workloads and defining roles; delegating responsibilities as needed.

Recruitment and selection of new staff; induction and training and development of staff.

Monitoring work output of teams and individuals; informing staff of changes to direction of their work; implementing changes to ensure goals are met.

Setting goals, planning resources needed; striving to maintain WHS; complying with legislation; being proactive to develop strategies to meet changing business needs; preparing budgets; offering and managing flexibility in the workplace.

Motivation, direction of staff to achieve goals; demonstration of ethical business decisions and behaviour; cooperation with employees in decision making; encouraging ownership of decisions; recognising staff potential and rewarding staff,

Ensuring social responsibility; upholding company policies; assigning tasks and workloads and defining roles; delegating responsibilities as needed.

Recruitment and selection of new staff; induction and training and development of staff.

Monitoring work output of teams and individuals; informing staff of changes to direction of their work; implementing changes to ensure goals are met.

Setting goals, planning resources needed; striving to maintain WHS; complying with legislation; being proactive to develop strategies to meet changing business needs; preparing budgets; offering and managing flexibility in the workplace.

Evaluating targets, goals etc; seeing feedback from staff and clients; planning changes as a result of evaluations

Ensuring social responsibility; upholding company policies; assigning tasks and workloads and defining roles; delegating responsibilities as needed.

Recruitment and selection of new staff; induction and training and development of staff.

Monitoring work output of teams and individuals; informing staff of changes to direction of their work; implementing changes to ensure goals are met.

Motivation, direction of staff to achieve goals; demonstration of ethical business decisions and behaviour; cooperation with employees in decision making; encouraging ownership of decisions; recognising staff potential and rewarding staff.

Evaluating targets, goals etc; seeing feedback from staff and clients; planning changes as a result of evaluations

Ensuring social responsibility; upholding company policies; assigning tasks and workloads and defining roles; delegating responsibilities as needed.

Recruitment and selection of new staff; induction and training and development of staff.

Monitoring work output of teams and individuals; informing staff of changes to direction of their work; implementing changes to ensure goals are met.

Motivation, direction of staff to achieve goals; demonstration of ethical business decisions and behaviour; cooperation with employees in decision making; encouraging ownership of decisions; recognising staff potential and rewarding staff.

Evaluating targets, goals etc; seeing feedback from staff and clients; planning changes as a result of evaluations

Ensuring social responsibility; upholding company policies; assigning tasks and workloads and defining roles; delegating responsibilities as needed.

Recruitment and selection of new staff; induction and training and development of staff.

Monitoring work output of teams and individuals; informing staff of changes to direction of their work; implementing changes to ensure goals are met.

Motivation, direction of staff to achieve goals; demonstration of ethical business decisions and behaviour; cooperation with employees in decision making; encouraging ownership of decisions; recognising staff potential and rewarding staff.

Evaluating targets, goals etc; seeing feedback from staff and clients; planning changes as a result of evaluations

Ensuring social responsibility; upholding company policies; assigning tasks and workloads and defining roles; delegating responsibilities as needed.

Recruitment and selection of new staff; induction and training and development of staff.

Monitoring work output of teams and individuals; informing staff of changes to direction of their work; implementing changes to ensure goals are met.

Motivation, direction of staff to achieve goals; demonstration of ethical business decisions and behaviour; cooperation with employees in decision making; encouraging ownership of decisions; recognising staff potential and rewarding staff.

Evaluating targets, goals etc; seeing feedback from staff and clients; planning changes as a result of evaluations

Work life balance is spending more time working at home and having little time to relax.

Work life balance describes the relationship between your work and the commitments in the rest of your life, and how they impact on one another.