Management Style Interview Preparation Guide

I do not conform to a specific management style. I try to adjust my style of management to each situation, since part of my job is to assess both the best way to complete the project efficiently and the style of leadership that works best with current staff dynamics.

The interviewer wants to know what your ideas are about managing people, leading people, and how you handle management on a daily basis.
Your self-perception matters in this answer and the interviewer will be listening very carefully for how you describe yourself. Be sure to use positive, strong, and realistic words.

In other words, use aspirational language as well as concrete examples, as this shows you continue to be willing to learn and update your management skills.

When it boils down to it, management involves two main things: ensuring the the job gets done, and ensuring that the people who get the job done are well looked after and enabled by the manager. Be sure that the way in which you respond demonstrates that you can get the job done and both enthuse and rein in the people doing it.

You'll need to ensure that you've spent adequate time learning about the role you're applying for by reading the company's website, talking to people in management roles directly, even relying on acting in a management position if you're in a position to do so. Draw on all your resources to learn about the specific expectations of the management role you're applying for.

Since this is such a stock standard question, it shouldn't come as a surprise to you. And it should be something you've thought about well in advance. It can be helpful to brainstorm a list of the things that you think make you a good manager; this will serve as a memory prompt during the interview. As for a good answer, as recommended earlier, be sure to cover the purpose of management (to get the job done and to supervise) as well as addressing the expectations for the role you're applying for.

I'm a team member as well as a manager. I don't expect my team to go it alone; I am very much the type of person who pitches in to ensure the work gets done when needed. At the same time, however, I make sure that people are doing their role to their best ability and to find out why they might not be if things are going wrong for them. I consider myself to be very open-minded and approachable - I love hearing new ideas from my team and will try to implement them if they benefit the firm and the team as a whole. I'm a good listener and I am always ready to listen to staff when they experience problems and need help. I am highly ethical and will always ensure that my team is well briefed on accountability needs. I believe that it's important to reach consensus wherever possible, rather than laying down the law but I am not averse to using authority where it is needed, for the common good of the firm and team.

I find that it is not effective to use only one type of management style, I have to adapt according to the individual I am dealing with and the situation. For example with inexperienced employees I use a management style that involves a high level of task instruction and close supervision. I find this effective because the employee needs to be secure that they know exactly what to do and how to do it. They also require constant support to build their confidence.
For a more experienced employee who is comfortable with the work, I delegate the task and expect them to come to me for help if they need it. This demonstrates my trust in their ability to do the job on their own.

The interviewer is evaluating your ability to adapt your management style to different people and circumstances. The ability to recognize individual needs and motivations and not treat everyone in the same way is key to successful management.
Describe how you are able to employ different management styles and interpersonal skills to get the best out of the situation. Give reasons why you use a particular management style in a certain situation and why it works.
Work-force diversity has important implications. Managers need to be able to recognize employee differences and respond to those differences in ways that ensure effective working relationships.

Obviously I have had to manage people who do not fall into this category. When this happens I set myself the challenge of developing the employee and helping them to use their skills to their fullest potential.