Sara El Kareh
Managers of the affiliative nature focus more on the needs of the people, and prioritize them over any other needs or obligations. They strive to conserve the coherence of the team, and they worry about being despised by their team members. Their general rules of engagement highlight the importance of getting along at the cost of moving forward.
Allilative managers spend their time building relationships at the workplace marked with friendship; they venture into their lives and try to learn their human side. Their biggest attribute is their intention and ability to provide an atmosphere in the workplace where the connections are positive and the tensions are low. They however fail to scan and evaluate the contributions of their subordinates successfully, mostly because of a fear of confrontation both with the problems and the people behind them. They are flexible in applying the workplace rules, and will make exceptions for problems of the personal nature.
To get effective results when the boss is of the Affiliative type, employees should be pleasant and capable of opening up at the workplace. They should attempt to highlight collective work and hand-lending on tasks, and when pitching for something new, they should be attentive to highlighting how this will not be troublesome to their colleagues. On the other hand, impoliteness, aloofness, lack of manners, and being hurtful will harm them. Acting like an outcast from the team will reflect negatively on an employee in the eyes of such a boss.
Developmental managers are focused on growth and change. They believe that everyone should continually strive to improve. Their greatest need is to continue learning, and their greatest fear is stagnation.
Managers of the developmental type fixate on observing and attaining growth and change. Their core belief revolves around the continuous need by everyone at the work place to become a better version of themselves. They are addicted to learning, and loathe the plateau in there, and their teams’, learning curves. They believe that change is an opportunity to attain benefits, and not a fear from which they should shy away.
This type of managers works on giving their teams an assortment of tasks and chances from which they can learn. Marching in the same spot is considered mundane, and they seek new questions that need answers. They thrive on walking their own course and finding their personal way of getting things done. Their major attribute is their commitment to everlasting improvement in both the human capital and the processes they run; they however may tire their team by the constant change.
Strategies that may work: To work effectively with a Developmental manager, you must be open to new ideas. Look for areas of improvement in the way work is done. Indicate interest in improving your own skills and knowledge. When your manager comes up with the fifteenth new idea of the week, listen with interest, then ask for help in prioritizing your activities.
Working with such a manager effectively comes hand in hand with open-mindedness and acceptance of new ideas. Seeking growth opportunities and room of development goes a long way. These managers look positively at those who are genuinely interested in enhancing their own capabilities and knowledge. These managers are always firing new ideas at their team, and should be met with interest and an inquiry to assist keeping tasks prioritized in order not to lose track. However, immediately shutting down ideas before pondering into the benefits will almost always reflect poorly.