Choosing a management style
English for Professional Purposes
For each of the cases below, you should:
- identify a management style you think is most appropriate;
- explain why that management style is most appropriate;
- provide reasons why that management style might backfire;
- identify which management style(s) would be inappropriate.
Leadership styles to consider: coaching, visionary, affiliative, democratic, pacesetting, commanding
Case 1: Low morale after change
A mid-sized software company has been facing increasing competitive pressures. To adapt, leadership implemented a major restructuring, including some layoffs and shifting responsibilities. While necessary, these changes have left employees across various departments feeling uncertain, anxious about their future roles, and disengaged. Team managers are noticing declining productivity and a drop in the previously positive workplace atmosphere. A specific department head is struggling to address this dip in morale and restore a sense of purpose within their team.
Case 2: The high-pressure project
A global investment firm has secured a highly sought-after client whose needs require a complex financial product to be developed and delivered within an extremely aggressive timeline. The project leader has assembled a team of the company’s top analysts, but the pressure is immense. Time is short, quality standards are non-negotiable, and any failure could jeopardise this major client relationship. The project leader needs to ensure exceptional results without risking burnout or sacrificing accuracy due to stress.
Case 3: Building a new team
A pharmaceutical company is launching a groundbreaking drug and needs a cross-functional team for a coordinated marketing and rollout strategy. Members are pulled from the marketing, sales, research, and regulatory affairs departments. These individuals are accustomed to prioritising their own departmental goals, and initial meetings have been fraught with miscommunication and conflicting perspectives. The leader of this new team needs to quickly establish trust, smooth collaboration, and ensure they’re all moving effectively towards their shared objective.
Case 4: The disruptive star
A veteran graphic designer consistently produces visually stunning, award-worthy work that consistently delights clients. However, this star employee is notoriously difficult to work with. Their perfectionist tendencies lead to dismissive and condescending attitudes towards colleagues, and they are quick to criticise others’ contributions. This behaviour has created significant tension. Their direct manager needs to address the problematic behavior while also ensuring this essential, top-performing employee doesn’t feel demoralised or targeted.
Case 5: The crisis situation
A manufacturing company has just discovered a serious safety issue with one of its most popular products. Early reports suggest the defect could potentially cause harm to consumers, though no incidents have been reported yet. Information is still emerging about the extent of the problem and its causes. The company faces decisions about potential recalls, public statements, and internal process reviews. The CEO needs to guide the organization through this crisis while balancing several urgent priorities: consumer safety, regulatory compliance, financial impact, company reputation, and employee morale.
| Style | Key focus | Strengths | Weaknesses | Best used for |
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| Visionary | Inspiring with a compelling long- term vision |
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| Coaching | Developing individual strengths and long-term growth |
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| Affiliative | Building harmony, emotional support, team bonds |
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| Democratic | Collective decision-making, valuing input |
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| Pacesetting | Exemplary performance, high standards |
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| Commanding | Demanding compliance, top- down control |
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