How the Managers Personality Affects His Management Style - Essay Example

How the Manager's Personality Affects His Management Style Managers are also humans; they come from all occupations, different cultures,traditions, countries of origin. Each manager has his own unique personality that enables him to see things in different light. His attitude and perception of a problem at hand will differ from others in a bigger or lesser degree. As the famous notion states "no two humans are alike, even twins differ", it is a widely accepted fact that these differences made us humans. In the business world, the personality of the manager, his individual traits, behaviours, special skills, and creativity will determine the future of the organization or business that is entrusted to him to manage. Moreover, his ability to monitor the internal and external environment factors are also very important for the organisation (Robbins, Coulter 2002). A manager is generally responsible for a project or a team of people and, essentially, must be able to communicate, negotiate and influence. However, these skills can be performed in different ways. A key component of job satisfaction is the relationship between managers and their staff. This, in turn, is influenced both by the people and management styles involved (Which Management Style 2005). In their book "Management", Robbins and Coulter stressed, "Management is the process of coordinating work activities so that they are completed efficiently and effectively with and through other people." They also said that the manager is "someone who works with and through other people by coordinating their work activities in order to accomplish organisational goals (Robbins, Coulter 2002)." Generally speaking, there are four functions of the manager: planning, organizing, leading, and controlling. Planning includes defining the goals, establishing strategies, and developing plans to coordinate activities. Organising includes defining what needs to be done, who will do the job, and how it will be done. The leading function implies motivating and influencing subordinates, and resolving all the conflicts among them. Moreover, the last function of the manager is controlling or monitoring the activities to ensure that they have been accomplished as planned (qtd from Ghazaryan 2002). However, there is an additional liability for manager; that is managing the internal culture and external environment. Managers operate within the constraints imposed by the organisational culture and external environment but they are not powerless; they can still influence the organisation's performance (qtd. from Ghazaryan 2002). The behaviour of the manager should be either an immediate source of satisfaction or a future means of satisfaction for group members. Moreover, a leader's behaviour will motivate employees if it satisfies their needs. This satisfaction is contingent on effective performance of the leader, which includes coaching, guidance, support, and rewards that are necessary for effective performance (Robbins, Coulter 2002). Management styles are depends on behaviour, and behaviours are linked to the manager's own unique personality. "Management style" is a term often used to describe the "how" of management. For a while, it was believed that there were only two basic management styles: autocratic and democratic. An autocratic style is used to instruct and command. Managers who use this style impose their decisions on staff and expect or demand compliance. A democratic style allows decisions to emerge from a consensus (eg, a vote) (Which Management Style 2005). Sad to say, most management styles in many organisations are not supportive to the creation of high performance organizational cultures where ingenuity, creativity, and innovation can thrive, possibly because management is autocratic. In successful businesses or organisations, managers were described as accessible, approachable, consensual, entrepreneurial, empowering, motivating, innovative and trusting. Most managers their own styles, they feel most effective in attaining their goals (Which Management Style 2005). In their book "Management" Robbins and Coulter identifies four leadership behaviours in path-goal model: 1. Directive leader. One who gives specific guidance on how to accomplish the task. 2. Supportive leader. One who is sociable and is interested in the needs of his people. 3. Participative leader. One who consults with group members before making decision. 4. Achievement oriented leader. One who sets challenging goals and expects followers to achieve them at the highest level. The path-goal theory says that it is the "leader's job to assist his or her followers in attaining their goals (Robbins, Coulter 2002). In contrast to this theory, there is Fiedler's contingency model, which says that the leader cannot change his or her behavior; effective performance of organization depends on the proper match between the leader and the employees (Robbins, Coulter 2002). Others advocate the theory of situational leadership, which suggests that a leader's effectiveness and style depend upon the situation. Moreover, the last theory is the leader participation theory, which identifies how and with whom decisions are made (qtd. from Ghazaryan 2005). Another way to describe the different types of managerial personality is how they are oriented. These are people-oriented, things-oriented and idea-oriented. People oriented managers tend to have more team-oriented management styles. People-oriented managers are most comfortable when they are teaching, coaching, helping, communicating, advising, persuading, motivating, entertaining, guiding, leading, selling, inspiring (Linking Personality 2005). Things-oriented managers tend to have more process-oriented management styles. Things-oriented people are most comfortable with physical dexterity, building, constructing, modeling, remodeling, growing plants, and manufacturing, refinishing, restoring, working with tools or instruments (Linking Personality 2005). Idea-oriented managers tend to have more innovation-oriented management styles. Idea-oriented managers are most comfortable working with ideas, information and data in activities such as: compiling, researching, computing, accounting, working with statistics, computer programming, drawing, painting, problem solving, analyzing, classifying, keeping records, evaluating, appraising, planning, imagining, inventing, creating, gathering information through observation (Linking Personality 2005). Managers tend to be most at home when the people that surround them are understandable. This usually means they see subordinates or employees more like themselves. Therefore, if a people-oriented person works for an idea-oriented person, they may both have to adjust themselves in order to have a compatible and have a goal-oriented working relationship. The people-oriented person may have to produce more reports, charts or graphics, supply more information or spend more time explaining the "how" and "why" of what they are doing (Linking Personality 2005). Commonly known management styles are (Which Management Style 2005): 1. A charismatic style relies heavily on personality to lead and inspire others. Managers who use this style tends to be good communicators. 2. Managers who use a persuasive style make decisions but then invest. One of the key strengths of a manager has to be the ability to use the most appropriate style at the most appropriate time in persuading their staff that the decision made is the right one. 3. A consultative style involves considering the advice and feelings of others before the manager makes a final decision. 4. Use of a transactional management style means making transactions with staff and trading rewards, such as money and jobs in return for compliance. 5. Managers who use a transformational style focus on staff development and attitude transformation. 6. Managers who use a delegating style give subordinates responsibilities for decision making and problem solving. It is a well-known fact that it takes a person with special qualities to be a successful manager. Moreover, the most important quality is one the manager can get the work done. However, in order for the manager to get the work done, he must possess specific skills, knowledge, and personality traits that will empower his ability to get the work done. If the manager lacks any of the key characteristics, it can be an obstacle in completing the goal at the present. It would not be impossible, but the chances of success would be reduced (qtd from Tailor 2003). A great deal of research and studies identifies the necessary skills needed to be a successful manager. Most of these skills are natural, but some can be achieved through experience and training. All of these skills can be refined to some degree. The degree to which these skills can be developed and the effort required to develop these skills often depends on the personality of the manager (qtd. from Tailor 2003). It all goes back to the basic personality of the manager, which is inborn. The manager being a natural introvert or extrovert will make a key difference in the business world. By definition, an introvert is someone who directs one's interests, mind, or attention upon oneself. The reason an introvert directs one's interest and attention inward is because that is where he/she is comfortable. Which is not to say that an introvert cannot make it as a successful manager, the argument is that extra effort will need to be expended (qtd. from Tailor 2003). Most scientist, inventors, and mathematicians are introvert people by nature. They are capable of solving complex task and a pile of problems in one time. Introverts are mostly slow to speak, long enduring, sensitive, however, mostly lack the ability to express themselves. Introvert managers were not considered good managers because they lack the charisma and communication skills needed to motivate the workforce. However, with the advent of new technology such as the internet, introvert managers are proving to be useful in e-commerce business. Surprisingly in the internet age, it's introverts who welcome e-mail as a respite from one-on-one meetings and welcome an e-mail correspondence as a substitute for meetings. Introvert managers expose more "personality" on-line, where they are able to use their writing skills to entertain as well as to inform. Introvert managers prefer to put together their thoughts and present them uninterrupted. They then focus on the reactions of the recipients knowing the recipient has first heard their entire message (Rici 2000). This is a change from the practice of assuming that an Extrovert is a better people manager. Extrovert managers mold their message based on the reactions they receive in the moment, and are energized by interacting with people. However, in a virtual environment, those skills are thwarted. E-mail requires delivery of a message without seeing the other person's reaction, and interacting through machines rather than person-to-person (Rici 2000). An extrovert, on the other hand, is by definition, someone who is active and expressive. Basing on the definition, this type of person that would be geared toward the role of a project manager. Someone who is expressive already has, by definition, innate communication abilities. Perhaps, an extrovert who is a natural communicator can refine his communication, negotiation and team building skills with much less effort than an introvert can. Less energy, expended developing these skills will leave the extrovert with more energy for other things - such as completing the mission at hand or refining other skills valuable for project management. In addition to expending less energy, extroverts usually become "energized" when dealing/communicating with people and an introvert becomes "energized" when he/she is alone. This is one of the reasons an extrovert gravitates towards people, while an introvert focuses inward (qtd. from Tailor 2003). Another important aspect of management is being able to form strong alliances. The manager must work to build lasting, socially satisfying relationships among team members. No one will doubt the benefits of having strong alliances, particularly with those that have significant influence. Having alliances not only make negotiation with those people easier, it often makes negotiation possible. Forming alliances would clearly be an activity that comes more naturally with extroverts, as introverts will have to step out of their "comfort zone" to interact and form alliances with people (qtd. from Tailor 2003). Although alliances are often formed in the work environment, many times alliances are formed in social settings. Activities such as company picnics, Christmas parties, and golf outings are all designed to create an opportunity for employees to relax and have fun in an effort to boost morale. These occasions are also designed for co-workers to get to know each other better and to improve interpersonal relationships, which may lead to better productivity on the job (qtd. from Tailor 2003). Social skills in these environments are even more prevalent than they are in a work environment. In the working environment, the managers can, to some degree, hide their lack of social skills by drawing attention to their technical knowledge. In a social setting "shop talk" is less common, and managers, as well as team members, have to rely more heavily on their social skills. Those individuals most comfortable interacting with people are the ones that will have the greatest success developing friendships and alliances, particularly at social gatherings (qtd. from Tailor 2003). Additionally, charm and charisma, both important personality traits, are more natural to extrovert managers. The manager must to be able to create an environment that is comfortable. A comfortable environment is an essential ingredient for ingenuity and productivity (qtd. from Tailor 2003). The manager must have good relationship with his staff in a team effort, in order for the team to be comfortable working with the manager and each other. In order to do this the manager must have certain human skills. These human skills are either natural or learned. The ones that are innate, or natural, are the social skills. Often subsets of social skills, such as communication, negotiation, team building, are aspects that can be learned, but often times social skills are subsets of personality, which is something we are born with (Tailor 2003). With various types of personality information and the desire to learn, good managers can further develop their own skills and abilities. Since each manager has a unique personality, there are vast arrays of tools, questionnaires, testing techniques and learning methods available. If one method does not "feel right" or seem to fit a manager's style, the manager can keep searching until he find those that work for him. Many managers try a variety of methods and it will take a little bit from each to fit their needs at the time (Linking Personality 2005). In conclusion, all types of managers with respect to their personality, attitude, and perception differences can be successful managers. There is no doubt that both introverts and extroverts have made successful managers in the past and will do so in the future (qtd. from Tailor 2003). What is important, that the type of manager should much the job at hand. Introvert managers will need to do an extra mile in developing their socials skills than extroverts will need to. Some of the social skills that have been documented as important for managers are communication, negotiation, team building, and forming alliances. These skills will come more naturally for extroverts. However, the good news for introverts is that social skills are only part of the equation for developing successful program managers. Eventually, it is those individuals with problem solving abilities and the ability to get the job done will be most apt to succeed (Tailor 2003). Notably, problem solving and planning is where introvert managers are good at. Thus the business world or all kinds of organization for that matter, whether for profit or non-profit, will need the expertise of both introvert and extrovert managers. The main causes of management failures therefore, are not the personality types of the managers but the failure to match manager's personality to project circumstances, particularly in matching to the phases of the project life cycle, can lead to less than satisfactory project results. In extreme cases, it can lead to management failure. Therefore, selection of appropriate manager's personality is essential to project success. Obviously, the right manager must be selected for a certain kind of organisation (Wideman 2002). Reference List Ghazaryan, Varduhi. (2002). EXTERNAL ENVIRONMENT: ITS EFFECT ON LEADERSHIP IN ARMENIAN PRISON HOSPITAL 2002, American University of Armenia, available from :< http://chsr.aua.am/e-book/chapter. aspid=42> [06 Nov. 2005]. Linking Personality with Management Style. (2005), Online Newsletter, the Institute for Management Excellence, available from: [06 Nov. 2005}. Ricci, Laura. (2000), Selecting Virtual Managers, 1 Rici, Laura Ricci, available from :< www.r-3 .com/virtual/selecting.htm> [06 Nov. 2005]. Robbins, Coulter. (2002). Management. Seventh edition. Upper Saddle River, New Jersey. Tailor, Sanjay. (2003), Social Skills of the Project Manager, A.P. Lawrence, Sanjay Tailor, available from : [06 Nov. 2005]. Which Management Style to Use. (2005). The Pharmaceutical Journal (Vol 275) 317, available from: [06 Nov. 005]. Wideman, R. Max. (2002), Dominant Personality Traits Suited to Running Projects Successfully (and what type are you), AEW services, available from: [06 Nov. 2005]. Bibliography Ghazaryan, Varduhi. (2002). EXTERNAL ENVIRONMENT: ITS EFFECT ON LEADERSHIP IN ARMENIAN PRISON HOSPITAL 2002, American University of Armenia, available from :< http://chsr.aua.am/e-book/chapter. aspid=42> [06 Nov. 2005]. Linking Personality with Management Style. (2005), Online Newsletter, The Institute for Management Excellence, available from: [06 Nov. 2005}. Ricci, Laura. (2000), Selecting Virtual Managers, 1 Rici, Laura Ricci, available from :< www.r-3 .com/virtual/selecting.htm> [06 Nov. 2005]. Robbins, Coulter. (2002). Management. Seventh edition. Upper Saddle River, New Jersey. Tailor, Sanjay. (2003), Social Skills of the Project Manager, A.P. Lawrence, Sanjay Tailor, available from : [06 Nov. 2005]. Which Management Style to Use. (2005). The Pharmaceutical Journal (Vol 275) 317, available from: [06 Nov. 005]. Wideman, R. Max. (2002), Dominant Personality Traits Suited to Running Projects Successfully (and what type are you), AEW services, available from: [06 Nov. 2005]. Read More