What are the different types of management?

Directive management

Directive management is a hierarchical and vertical management mode where the manager gives clear directives, controls their execution and makes decisions alone. It is results-oriented above all.

In directive management, also called authoritarian management, the manager shows authority and fully assumes his hierarchical superiority. He sets out strict guidelines to his employees, without worrying too much about their feedback or questions. The directive manager does not seek to gain the trust of his teams or to ensure their well-being: his only objective is to achieve the desired objective. His decision-making is quick and pragmatic, and the relational aspect is largely set aside.

Case in point: in a trading room where trading decisions are made in seconds, directive management is the norm. The person in charge gives immediate instructions, without debate. The same logic applies to hospital emergency services, where the chain of command must be crystal clear.

While this management method ensures high productivity and operational efficiency, it can very often lead to a decrease in employee engagement and stress that impacts the quality of life at work. It is therefore a management to be favoured as a last resort, in emergency or crisis situations.

Strengths : productivity, quick decisions, clear framework
Limitations : disengagement, stress, turnover
Skills required : pragmatism, natural authority, leadership

Persuasive management

Persuasive management is a style where the manager retains the power of decision while seeking to convince and unite his teams around clear objectives, by explaining the meaning of his directives.

Persuasive management values the human aspect more than the directive. It is a paternalistic management: the manager is in a position to obtain results, while making sure to federate his teams around clear objectives and very structured directives. He keeps full control of the decisions, but he is also at the mercy of questions and suggestions. The persuasive manager is pedagogical, explains his directives and ensures that employees understand him.

Case in point: a sales team in the product launch phase. The sales manager sets the strategy and goals, but takes the time to explain the positioning, respond to objections, and make sure each salesperson understands the “why” behind the instructions. It is also the right style to integrate new employees.

Strengths : team cohesion, motivation, understanding of objectives
Limitations : remains highly structured, limited freedom for employees
Skills required : pedagogy, communication, ability to convince

Participative management

Participative management is a management method where the manager actively involves his employees in decision-making, by valuing collective intelligence, autonomy and co-responsibility.

Participative management is one of the new management methods that are booming. Here, the human being is at the center. The manager honored the involvement of employees in the daily life of the company and in strategic decision-making. It is a horizontal, transversal management that ignores hierarchical codes. The manager plays the role of coach and guide rather than responsible. A real bond of trust and proximity is established.

Case in point : video game studios or developers, designers and producers co-construct gameplay choices. In consulting firms, collective brainstorming workshops before proposing a strategy to the client are in the same spirit.

The results are measurable. According to a study relayed by TalenCo citing Gallup, participative management would increase productivity by 20%. And in 79% of the most successful companies, executives consider their manager to be an inspiring leader who takes their point of view into account (Oresys study).

Strengths : creativity, innovation, commitment, competitiveness
Limitations : risk of lack of structure if the manager is a novice
Skills required : active cost, accountability, benevolence, collective intelligence

Delegative management

Delegative management is a style where the manager entrusts a large degree of autonomy to his employees, positioning himself as a strategic resource rather than as a day-to-day operational pilot.

Delegative management, also known as consultative management, makes the employee completely autonomous. Employees are very involved in decision-making and have a lot of responsibility on a daily basis. As for the manager, he does not hesitate to delegate and generally takes a back seat to let his teams take control. However, he remains available to respond to requests. Its role is therefore more strategic than operational.

Case in point: R&D teams in pharmaceutical laboratories or senior researchers define their own research areas and schedules. The manager validates the main orientations but does not intervene in the day-to-day. The same operation is true in business law firms, where each partner manages his or her client portfolio independently.

According to the analyses of Rensis Likert and numerous corroborative studies, the participatory and delegative styles, which are more collaborative and horizontal, allow for the best efficiency at work in the long term.

Strengths : strong accountability, autonomy, skills development
Limitations : potential pressure, risk of disorganization without a minimum framework
Skills required : confidence, letting go, strategic vision

Comparative table of the 4 types of management

Style	Orientation	Team autonomy	Relationship manager	Better context
Directive	Results	Low	Authority	Crisis, emergency, security
Persuasive	Results + Human	Moderate	Pedagogy	Change, junior teams, launch
Participatory	Human + collective	High	Coach	Innovation, mature teams, complex projects
Delegative	Strategic	Very high	Withdrawal	Independent experts, R&D, associates

Blake and Mouton’s grid

To analyze these styles from another angle, Blake and Mouton’s managerial grid crosses two axes: the degree of interest in results and the degree of interest in human relationships. It allows you to situate your dominant style and identify areas for improvement.

Diagnostic tool: what is your dominant management style?

Answer these 4 questions spontaneously:

1. When an employee proposes an idea, your first reflex is to: a) evaluate whether it serves the objective b) explain why your approach is better c) discuss it with the team d) tell them to test it
2. In a crisis situation, you: a) take control immediately b) gather the team and explain the plan c) organize a collective brainstorming session d) let the experts act and intervene if necessary
3. For a new project, you start by: a) defining tasks and deadlines b) presenting the vision and convincing c) co-constructing the plan with the team d) delegating the design to a manager
4. The feedback you give most often is: a) “here’s what needs to be fixed” b) “here’s why we’re doing this” c) “what do you think?” d) “I trust you”

Majority of a) → Directive Style | Majority of b) → Persuasive Style | Majority of (c) → Participative Style | Majority of (d) → Delegative style

Keep in mind that the best manager is the one who knows how to alternate according to the context.

Which management style to choose?

Let’s be clear: there is no one right managerial way. The first quality of any good manager is adaptability. This is what we call situational management: adapting your style to the profile of each employee, the context (restructuring, growth, crisis) and the objectives sought.

A good manager must know how to alternate between different styles with skill. The qualities of a good manager include the ability to read the context and adjust their posture. To learn more, see also our articles on agile management and the 5 examples of agile management methods.

Are you looking to improve the performance of your teams by adapting your managerial practices? Read Guide W — Breaking New Calves with Interim Management.

The interim manager to transform your practices

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Frequently asked questions

What is the best type of management?

There is no absolute best style. Situational management recommends adapting your approach to the context, the profile of the employees and the objectives. A good manager knows how to alternate between directive, persuasive, participative and delegative depending on the situation.

What is the difference between participative and delegative management?

Participative management involves employees in decisions while maintaining an active role as a coach. Delegative management goes further: the manager takes a step back and lets the team take control, intervening only when necessary.

How can we move from directive to participative management?

The transition must be gradual: start by involving teams in low-stakes decisions, establish feedback rituals, train managers in active listening and coaching techniques. External support can accelerate this transformation.

Is agile management a different type of management?

Agile management is not a 5th type according to Likert’s classification, but a philosophy that borrows from participatory and delegative styles. It emphasizes short cycles, adaptation and the autonomy of teams.