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Managers: styles and approaches

September 29, 2025

Visionary, coach, directive, persuasive… There are several types of managers and management styles. Without trying to pigeonhole every manager into specific categories, it is still essential to identify one’s main profile.

Different types of management
According to Rensis Likert, an American psychologist specializing in this field, there are five profiles of managers.

a) The directive manager

Directive management, also known as authoritarian management, is characterized by a clear assertion of the manager’s authority and their dominant hierarchical position. They impose precise and rigorous instructions on their employees without giving much importance to their opinions or questions. This management style is structured, vertical, and results-focused. In this context, the directive manager does not prioritize building a relationship of trust with their teams or fostering their well-being. However, they pay close attention to the performance of employees and ensure a strict follow-up. Their main goal is achieving set results.

Endowed with natural leadership, they make decisions swiftly and pragmatically, relegating the relational aspect to second place. While this managerial approach guarantees high efficiency and productivity, it can also lead to decreased employee engagement and stress that could harm workplace quality of life. Therefore, this type of management is generally recommended as a last resort, especially in emergencies or crisis situations. Moreover, it requires several key skills, such as pragmatic thinking, inherent authority, and assertive leadership.

In summary:

Characteristics: Provides precise instructions, expects execution without discussion.
Advantages: Effective in crisis situations or with inexperienced teams.
Disadvantages: May stifle initiative and creativity, and create a hierarchical relationship that is less in tune with the “2025 spirit”.

b) The participative manager

Participative management is among the new managerial approaches gaining traction, particularly in start-ups. Here, the individual occupies a central place. The participative manager values the active involvement of employees in the daily management of the company as well as in strategic decisions. It is a form of horizontal and transversal management that breaks away from traditional hierarchical conventions. The manager’s role is more akin to that of a guide rather than a hierarchical superior. They establish an equal relationship among all team members, fostering a climate of trust and closeness.

This leadership model is based on key values such as active listening, team empowerment, kindness, collaborative spirit, and personal growth. The manager adopts a supportive, advisory, and motivational stance towards their employees. They also rely on collective intelligence to provide solutions to various encountered issues. Their role is to ensure daily engagement and the well-being of employees while stimulating initiative-taking.

This managerial approach presents advantages in promoting creativity and innovation, thus contributing to enhancing the company’s competitiveness. However, it can also carry risks if the manager has not yet mastered this leadership style. A poorly implemented approach can quickly lead to a lack of structure and inefficient organization. Participative management also serves as a springboard for other forms of leadership, such as collaborative management and innovation-driven management.

In summary:

Characteristics: Favors consultation and collective decision-making.
Advantages: Motivates teams, fosters engagement, and encourages innovation.
Disadvantages: May be perceived as indecisive in the absence of a clear framework. May also be seen as too “close” or “friendly.”

c) The persuasive manager

The persuasive manager, also known as the coaching manager, adopts a management approach based on influence, pedagogy, and motivation. Unlike directive management, which relies on strict authority, it prioritizes persuasion over imposition. They aim to gain their employees’ buy-in by explaining their decisions, sharing their vision, and valuing their commitment.

The persuasive management approach places greater emphasis on the human aspect. It resembles paternalistic management, where the manager seeks to achieve results while rallying their team around clear objectives and well-defined directives. While they maintain full control over strategic decisions, they remain responsive to the concerns and suggestions of their employees.

This type of manager demonstrates pedagogy, taking the time to explain directives and ensuring they are well understood. Their role consists of motivating, persuading, and fostering team buy-in, while fully assuming their hierarchical position. They find a balance between organizational and relational leadership.

This management method offers several advantages, notably by enhancing team cohesion and stimulating employee motivation. However, its framework remains highly structured, which limits employees’ autonomy and freedom of action.

In summary:

Characteristics: Supports employees, develops their skills.
Advantages: Improves skill development and employee autonomy.
Disadvantages: Takes time and requires personal investment.

d) The laissez-faire (or delegative) manager

Delegative management, also known as consultative management, is an approach that grants employees total autonomy. This management style provides a great deal of freedom, actively involving employees in decision-making and entrusting them with numerous daily responsibilities. The delegative manager, meanwhile, emphasizes delegation and adopts a withdrawn posture, allowing their teams to take charge of various actions. However, they remain accessible to respond to their employees’ requests. Their role is thus more focused on strategy than operations.

This team management style presents the advantage of strongly empowering employees, but it can also lead to pressure that may harm their well-being. To better understand the various management styles, one can refer to the managerial grid of Blake and Mouton. Designed by Robert R. Blake and Jane Mouton, this method analyzes management styles in companies based on two major criteria: the degree of interest in results and the attention paid to human relationships.

In summary:

Characteristics: Grants teams substantial autonomy.
Advantages: Effective with competent and autonomous employees.
Disadvantages: Can lead to a lack of direction if poorly applied. Some employees may feel overwhelmed by too many responsibilities.

e) The visionary

Sometimes referred to as a visionary manager. Steve Jobs (Apple), Susan Wojcicki (YouTube), Oprah Winfrey (TV)… are considered as such. More than everyday management, these individuals possess a great ability to understand before others what can be changed in their field. Their significant qualities include the ability to tell a story, set a direction, and inspire others to follow them. They can indeed be very directive, even authoritarian, which distinguishes them sharply from the persuasive manager.

Such profiles encourage creativity and risk-taking. They can also motivate teams and help them grow. While often praised, visionaries do have some real limitations in everyday situations.

Too focused on long-term vision, the visionary may neglect operational aspects of the daily routine. Some employees prefer a more structured management style with clear directives. Occasionally viewed as gurus, there can be some dependency on the personality of the visionary.

In summary:

Characteristics: A charismatic leader.
Advantages: Decisions are not contested; they inspire.
Disadvantages: Being a “star manager” can weaken the company. If they leave the organization, the team may lack guidance and lose motivation.

Mini-Test: What Type of Manager Are You?

Answer the questions below by noting the letter corresponding to your answer. At the end, count how many times you selected each letter to discover your dominant management style.

How do you make your decisions?
a) I make my decisions alone and impose them clearly.
b) I consult my team and integrate their ideas before making a decision.
c) I often let my team decide and intervene in the process.
d) I persuade my team that the solution I propose is the best.
e) I provide a vision and motivate my team to align with that direction.
How do you manage a project?
a) I establish a detailed plan and require strict follow-up of each step.
b) I co-create the project with my team to encourage everyone’s involvement.
c) I provide broad guidelines and let the team manage implementation.
d) I use my charisma and persuasive abilities to engage everyone in the project.
e) I focus on inspiration and motivation rather than on details.
When faced with a mistake made by a colleague, how do you react?
a) I remind them of the rules and impose penalties if necessary to prevent this from happening again.
b) I discuss with the concerned person to understand what happened and avoid the mistake in the future.
c) I view the mistake as a learning opportunity and encourage initiative despite it.
d) I persuade my colleague to see the mistake as an opportunity for growth.
e) I try to inspire and motivate the person to give their best.
What is your relationship with authority?
a) I set strict boundaries and expect them to be respected.
b) I balance authority and flexibility to create a climate of trust.
c) I give a lot of autonomy and prefer to play a guiding role.
d) I use my persuasive skills to gain the support of my team.
e) My authority comes from my ability to inspire and unite around a vision.
How do you motivate your team?
a) By setting clear goals and providing precise directives.
b) By creating a participative environment where everyone has a say.
c) By letting everyone progress at their own pace and encouraging autonomy.
d) By finding the right arguments to persuade each collaborator to give their best.
e) By inspiring my collaborators and pushing them to excel.
How do you react to a conflict in your team?
a) I intervene immediately and decide in favor of what is most effective.
b) I encourage dialogue so that everyone can express their point of view.
c) I let team members handle the issue themselves.
d) I persuade the conflicting parties to find a compromise by highlighting mutual benefits.
e) I try to motivate both parties to see the conflict as an opportunity for growth.
What is your main goal as a manager?
a) To ensure efficiency and achieve results.
b) To build a cohesive and collaborative team.
c) To make my team autonomous and independent.
d) To positively influence my team to reach goals by persuading rather than imposing.
e) To inspire and transform my team to help them grow.