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MANAGING IN MAYBERRY: AN EXAMINATION OF THREE DISTINCT LEADERSHIP STYLES

We were able to observe the recent road construction along that route and watched a trio of local citizens demonstrate their own unique management styles.

Barney’s micromanagement, Aunt Bee’s motherly management, and Andy’s masterly management.

Each of our managers made different assumptions that shaped their style—in particular, assumptions about the people being managed, and about the role of the manager.

Five critical activities:
- understanding the problem to be solved,
- planning the solution approach,
- observing what the people being managed are actually doing,
- using rules and process models to determine what to do next, and
- taking action to guide the group toward its goal.

Together these activities form a feedback system that “steers” the project team. How they are executed (i.e., what the manager defines as the problem, how the manager plans, what observations get made, which rules get followed, and how the corrective actions get taken) makes all the difference—determining just where the team will go, how the team members will feel about the software project as a whole, and ultimately how satisfactory the results will be.

Micromanagers’re just operating under the assumption that if they don’t do it, it won’t get done. Micromanagers also tend to make the related assumption that those being managed will do what they’re told to do; no more, no less.

Mother Manager: the people being managed might be able to do a few routine things without being told, but all significant decisions—especially when there was some form of contention or competition—were still firmly under her control.

The motherly manager sees them more like children, able to do a few routine things but still needing protection from anything potentially dangerous

Masterly Manager's assumption: people most of the time can take care of themselves. The role is to support them safely through hard parts.

Masterly management involves managing the project rather than the individuals.

MICROMANAGEMENT
- Simplicity
- Centralized information
- Oversight

MOTHERLY MANAGEMENT
- Parallel (almost)
- Myopic
- Nannying

MASTERLY MANAGEMENT
- Looks can be deceiving
- Power is as power does
- Measuring what counts



How to detect your situation?

Do the people reporting to you scatter like leaves in the wind when you show up? Do you feel like they are performing to the letter of the law and not the spirit? Do you jump in and start coding when there is a problem? If so, you’re probably micromanaging.

Do you organize workflow for a minimum of interaction so things go smoothly in the team? Do you step in and try to make everything all right for everybody? In crunch mode, do you revert to micromanaging? Your heart may be in the right place, but you may be in motherly managing mode.

Do you spend a fair amount of time observing what is happening, thinking about the impact the events will have on your team and project, and planning what to do? If so, you may be masterly managing.