Managers are everywhere, and chances are you've had several different kinds over the years. I've worked under a variety of management styles, from hands-off to downright overbearing. It seems common sense that when we eventually ascend to the managerial ranks, we should try to follow the style of the management we've seen to be the most successful. Unfortunately, many people have never had a good role model. What's worse, few companies have a specific, dedicated training program for new managers. We're left to figure it out on our own or rely on other manager peers for guidance and advice.

Years ago, I was introduced to Douglas McGregor's concept of X and Y managers, and it has stuck with me. Almost 50 years ago, McGregor postulated that there were basically two types of managers. See how his definitions fit your current and former bosses. Where do you think you fit in?

X managers feel that the typical employee doesn't like to work and that he or she will avoid doing work unless constantly monitored and threatened. They believe employees don't really desire responsibility—just job security. As managers, they feel they must direct employees in all of their tasks, and, in turn, they come across as tough. X managers might be found yelling at employees, giving orders instead of delegating, acting vengeful, passing blame or retaliating at even the most well-intentioned criticism.

Conversely, Y managers feel that people generally are interested in working hard and doing a good job—as long as they support and feel like a part of an organization's goals. Y managers believe employees crave responsibility and look forward to using creativity, inspiration and imagination on the job. Y managers are quick to thank their employees for a job well done, and they often focus on team building and finding better ways to work together.

While these theories are fairly simple in nature, they are rooted in social research—and their basic tenets ring true to most managers I've observed.

So, how do you work on your own management style? I think a good starting point is to think about these X and Y styles, and ask yourself objectively where you fit into the picture. Are you able to trust your employees to do their job? Do you give them the broader picture of what the team's goals are? Do you allow them a say in how tasks are undertaken?

In our industry, being a manager may entail running a team comprised of people from a wide variety of socioeconomic backgrounds, not to mention age ranges. So another important step in growing yourself is to realize that not everyone comes to work for the same reasons you do. Some people get out of bed in the morning because of the paycheck and nothing more. Others crave recognition. Yet others want a flexible schedule to meet family demands. And some want to climb the proverbial corporate ladder, making steady progress through a series of job titles, raises and responsibilities.

As you discern how your team members fit into the big picture, you'll realize that you have to make your own style unique, depending on your staff makeup. Let's call it a modified Y. Your modified Y will change over time, as people come and go and as you learn from your mistakes and successes. Certainly, it's in your best interest as a manager to read. Read management books, both old and new. Find a blog that talks about management or careers. Penelope Trunk's Brazen Careerist blog might be a good starting point, online at http://blog.penelopetrunk.com/.

Realize that your learning process as a manager should never come to an end. Anything less is a disservice to your company and to your team.

pheney@questex.com