The style the manager adopts for performance counseling can have a profound effect on employee development – the employee's ability to grow in the current job and to be ready for the next one.
Four Coaching Styles
Counseling style can be defined along two dimensions:
- The degree to which the manager is willing to provide constructive feedback to employees
- The degree to which the manager involves employees in joint problem solving
Within this framework, four major coaching and counseling styles can be identified:
- Boss: Low in constructive feedback and low in joint problem solving
- Humanist: Low in constructive feedback and high in joint problem solving
- Parent: High in constructive feedback and low in joint problem solving
- Colleague: High in constructive feedback and high in joint problem solving
Characteristics of the Four Coaching Styles
The "Boss" emphasizes short-run goals. Managers who use this style find it inconvenient or unnecessary to instruct employees or to work with them jointly to solve problems. From the manager's point of view, employees should follow instructions and are not responsible for solving problems.
The "Humanist" also emphasizes the achievement of immediate objectives. Unlike the Boss, however, the Humanist makes sure that employees are highly involved in decision making and problem solving. However, little feedback is given. This style is useful when the manager desires the employee to "leave the nest" and solve problems independently.
The "Parent" is instructive to the employee but not concerned with future development. That is, the manager provides specific feedback, but does not involve the employee to a significant degree in decision making. Thus, the employee is instructed in ways to solve or avoid problems but does not have a great deal of freedom.
The "Colleague" is both instructive and developmental. The manager's approach to problem solving is actually part of a long-range strategy for improving human resources and overall organizational effectiveness. The manager maximizes employee involvement. Further, the manager helps the employee improve his or her ability to solve problems through a process of exploring and discussing the employee's rationales and insights throughout the process.
Which of these is the "right" approach? Although the methods that use high levels of employee involvement are probably closer to the ideal, any one of the styles may be appropriate, depending on the nature of the problem, employee characteristics, and other situational conditions such as deadlines, budgets, etc.
When to Be a Boss
- A quick solution is required
- It is absolutely necessary to establish an authority relationship
- Employees do not respond to developmental efforts
- Employees show a relative lack of concern regarding the problem
When to Be a Humanist
- The problem is not critical
- The employee has potential, but is reluctant to make decisions
- The employee is capable of solving the problem, and feedback from the manager might get in the way
When to Be a Parent
- The decision is clearly the manager's responsibility, but the employee might benefit from instruction
- The manager, alone, has all the necessary information, but the employee must implement the solution
- The employee is inexperienced in the problem area
When to Be a Colleague
- Employee development is as important as the problem itself, or more so
- The manager wants to enhance the employee’s confidence and self esteem
- The manager truly needs the employee's input to solve the problem
- Both the manager and the employee prefer open, constructive discussions
Effective use of the four styles requires the manager to be flexible. It may take some work, but the payoff can be worth it.
References
Downey, H.K., Hitt, M.A., Ireland, R.D. and Middlemist, R.D., Performance Appraisal Styles, Oklahoma State University, Stillwater, Oklahoma, 1980.
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