Each supervisory styles involves varying degrees of supportive and directive behavior. In some situations, you need to be in control of people being autocratic, whereas in other situations you need to empower others using a laissez-faire leadership style. The four supervisory styles—autocratic, consultative, participative, and laissez-faire—relate to different levels of employee capability.

The autocratic style involves high-directive–low-supportive behavior and is appropriate when interacting with low-capability employees. You give very detailed instructions, describing exactly what the task is and when, where, and how to perform it. The supportive style is largely absent. You make decisions without input from the employees.

The consultative style involves high-directive–high-supportive behavior and is appropriate when interacting with moderate-capability employees. You give specific instructions, overseeing performance. At the same time, you would support the employees by explaining why the task should be performed as requested and answering their questions. When making decisions, you may consult employees, but you have the final say.

The participative style is characterized by low-directive–high-supportive behavior and is appropriate when interacting with employees with high capability. You give general directions and spend limited time overseeing performance, letting employees do the task their way and focusing on the end result. You support the employees by encouraging them and building up their self-confidence.

The laissez-faire style entails low-directive–low-supportive behavior and is appropriate when interacting with outstanding employees. You merely inform employees about what needs to be done. You answer their questions but provide little, if any, direction. The better you match your supervisory style to employees’ capabilities, the greater the chances of being successful. Don’t forget that you don’t have to be a supervisor to use the model when you influence others as a leader.