Managing on a spectrum

It's also important to understand that the management styles mentioned above are not rigid "either/or" choices. Each one is, in general, a spectrum. For example, when you're looking at the direction/consultation axis, you don't decide which of those two poles you're going to choose; you decide where on a continuum you're going to come down.

Direction –––––––––––––––––––––––– Consultation

You may choose to be highly directive, or highly consultative; but you may also choose to be a bit of both. You can approach a given person or situation from any point on the spectrum.

In the case of coaching and support, the spectrum is more a question of degree; you may offer a given employee a lot of coaching, or you may offer very little. As always, it's a question of adapting appropriately to circumstances.

No coaching –––––––––––––––––––––––– Lots of coaching

Like the two axes, orientation is a spectrum; you'll continually be moving back and forth along a continuum between the interests of the employee and those of the organization.

Employee –––––––––––––––––––––––– Organization