Introduction
Ineffectively managed conflict is costing billions in lost productivity each year.
The number of employees seeking help for work-related conflict and the number of
employees seeking help for harassment has increased.
This article outlines four styles and how these styles contribute to an
increase or
decrease in stress and tension in the workplace.
Autocratic CEO/Executive Director
This manager makes decisions unilaterally, and closely monitors an employee’s production for quality and quantity. He either does not pay attention to the opinions or concerns of the employee, or dictates the result required and allows each employee to decide how he will meet those requirements. Strong independent employees may subversively or overtly rebel against this style because it limits what they believe is their professional rights.
Strain will be noted in inter-personal interactions and/or there will be an increase in such things as employee turnover, absenteeism, sabotage, injuries and accidents, or sick leave.
Consultative CEO/Executive Director
This style can result in one of two different approaches. In the first approach, the CEO/ED assesses the employees’ situation and makes decisions based on the expressed best-interests of the board and the employees.
He makes decisions and communicates those directly to employees. He maintains an open-door policy and encourages ongoing interactions and problem solving. The disadvantage is that employees may fail to take responsibility and over- consult, shifting all decision making into the manager’s office.
The second approach is one where the CEO/ED is constantly consulting and gets stuck between varying points of view. In this case, nothing may happen because everyone is busy consulting and no one is making decisions. Due to power struggles, splinter groups can form among employees. Everyone feels they need to be heard and have their point of view incorporated into any future plans.
When this occurs, employees may show some of the following characteristics:
- complaining about increased stress levels
- exhibiting increased anxiety about their work
- losing productivity
- finding the need to take more time off work
- becoming more accident prone; or
- generally feeling dissatisfied with their work.
Charismatic CEO/Executive Director
The charismatic CEO/ED uses his presence and strong belief system to convince employees of the benefits of the change. This CEO/ED is very aware of others’ non-verbal and verbal messages, notes incongruences quickly and focuses on others until his message is well received.
The assumption with this style is that all employees will let charisma override their own needs. Competent employees may find this style shallow and resent the notion that their opinions are rarely incorporated into plans or change. They may begin to withdraw because they believe “he’s going to do things his way anyway,’ so why bother to present other points of view or ways of doing business.
In such cases, there may be lower productivity, and higher absenteeism and frustration levels.
Democratic CEO/Executive Director
This CEO/ED wants employees to take part in decision-making process. He believes that change will happen easiest when everyone buys in to the need for change and understands what it means for them and the organization.
He is willing to spend time communicating one-on-one or in meetings to ensure decisions are agreed upon by the majority. He listens to specialists and is willing to evaluate the risks associated with all options available to the team.
If the CEO’s/ED’s behaviours match his intent, employees will usually try their best and aim to support each other. There will be employees who find this style to be too slow, time consuming and onerous.
Whether the stress is related to the changes in workload, role requirements or the style of the manager, professional stress needs to be recognized and dealt with using an organized approach.
