Popular Management Styles – Lewin-Lipitt-White and Reddin Approach

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People who perform tasks related to management functions in a company use methods to supervise people. Management styles vary depending on experience, employee predispositions, or company characteristics. They are not a fixed value and, as the situation changes, must be adapted to new conditions. To date, at least a dozen styles of human resource management have been distinguished. Scientists studying this subject have also developed many lists of subtypes and management models, which are used in modern companies. We would like to discuss the most prominent ones and suggest which style suits which circumstances.

Management styles. Index:
Management styles in a company – what are they?
3 management styles according to Lewin, Lipitt and White
4 Management Styles According to the Reddin Box
Which management style is best?
Contemporary leadership styles. What is it like in large companies?
Management styles in a company – what are they?
Management style can be defined as a system whose main brazil whatsapp number database is to maintain efficient and effective coordination of tasks within the company. A well-managed team must be motivated to work, effective in its actions and well organized in the execution of its functions . The primary objective of management is to achieve goals and, in the context of the company, to make a profit.

Management styles are implemented to increase the efficiency of resource use in the company and to achieve the desired goals more quickly. Depending on the specific scientific approach, different management styles emphasize different aspects of management techniques. The evaluation of their effectiveness also differs, so that in some cases a style may fail, while in other circumstances it will prove effective.

3 management styles according to Lewin, Lipitt and White
They are based on the aspect of the execution of tasks by the manager. Therefore, they are nothing more than a specification of the nature of managerial activities in the company.

Researchers have identified three basic management styles, which have become the basis for the development of new management techniques adapted to current realities. Thus, the conclusions of Lewin, Lipitt and White concern the delimitation of three basic groups of managerial characteristics.

These are the following management styles:
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1. Democratic style
The manager sets the guidelines for executing the project; however, it is up to the employees themselves to determine the method and technique for achieving the goal. The workforce also decides how to assign specific tasks to specific people.

The democratic manager does not interfere in the work of the team unless necessary. It is a management style based on considerable trust and a lot of willingness in the work.

2. Liberal (non-interfering) style
The manager does not participate in the work of the team, he leaves complete flexibility to the employees on how to perform the given tasks. The liberal manager does not interfere during the process of implementing the activities, he gets involved only at the end, giving feedback to individual employees.

This is a style in which the manager consciously gives up participation and closeness with the team.

3. Autocratic style
The manager personally assigns specific tasks to individual team members. He also determines how to perform the work, with what techniques and to what extent employees know the overall purpose of the work.

It often happens that employees performing tasks in this management style do not know the overall goals of the team – they focus only on performing personalized, individually assigned tasks.

4 Management Styles According to the Reddin Box
JW Reddin developed the classic theory of Blake and Mouton, distinguishing a new classification of management styles. He referred to his creation as a box, in which the author used three dimensions: tasks, people and effectiveness of implementation of management tasks.

In Reddin's classification, there are 4 management styles, placed in the center of the box. They refer to core values ​​and are not focused on the effectiveness of executing team functions. Each of these styles has a corresponding style with lesser or greater effectiveness.