You acted on your own, so you are solely responsible for the outcome. Which brings up another outcome of autocratic decisions you own it. They may feel excluded and resentful, particularly if you make what they perceive to be a poor decision. And, since they weren’t part of the decision making, they will be less enthusiastic about supporting it. This is often the case when making decisions about confidential matters or personnel issues.Īs mentioned above, employees typically don’t enjoy working for an autocratic leader. This could also be the right style to use when you are truly the only person with the information needed to make a good decision. Some decisions just have to be made right now. There’s no discussion or deliberation, and sometimes that’s appropriate. This military-style of decision making has the obvious benefits of speed and simplicity. Supervisors and managers have four options when it comes to decision-making style:Įach has its own positive and negative attributes. Employees are likely to move on quickly to another job when faced with an autocratic boss who couldn’t care less about what his or her employees have to say. His fellow classmates talked about how that autocratic style of decision making couldn’t be his only or first choice as a manager. We discussed in class how this was, no doubt, essential with most military decisions, especially in battle. With his military background and combat leadership role, it was engrained in him that decision making was strictly done with a top-down, autocratic approach. He especially struggled with the skill of team decision-making. “It was nice,” he said, “to just tell someone to do something and know they would carry out the orders. It was critical, I explained, to listen to employee input and concerns, and then reach consensus on the best way forward.ĭan struggled mightily with this concept and readily admitted he longed for the simple and straightforward military-style of management. In the program, we talked about the value of having discussions with employees regarding work assignments, upcoming changes and decision making.
One was Dan, a recently promoted supervisor who’d spent many years in the Navy. Some very interesting people attended the leadership skills programs I’ve taught.
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