Each week Career will look at one of the six leadership styles identified by researchers from Hay Group. We begin today with directiveness, originally known as coerciveness but later rebranded because of the word’s negative connotations: “There are times when it’s good to be directive,” says Chris Watkin, the consultancy’s director of talent.

Defining characteristics. Leaders using the directive style tell their employees what to do then expect them to do it; they keep a close eye on what people are up to; and they tend to criticise people for getting things wrong rather than praise them for getting things right. “It’s usually someone who is task-focused rather than focused on the bigger picture,” Watkin says.

Here’s one we prepared earlier. Sir Alan Sugar frequently uses a directive style on television. “He is very clear about what he wants and expects, which is the good side of the style.” Gordon Brown, once described as operating with “Stalinist ruthlessness”, can also display directiveness.

It’s useful when... organisations are going through a crisis, a period of turmoil or significant change, such as that recently faced by Northern Rock. Where there’s upset and uncertainty, directive leadership which takes control, pulls people together and gets them working productively has much to offer. It can also be appropriate when leading a new team that doesn’t know how to do a particular job but is expected to deliver the goods quickly. “When speed of action is at the fore you need someone to take charge and say ‘this is what we need to do, so let’s do it’,” Watkin says.

Does more harm than good when... it is the dominant style used by a manager. “It’s a bit like a sand wedge in golf – you want to get it out only occasionally and for very specific situations,” Watkin says. Staff subject to too much directiveness can react with passive resistance, rebelliousness or even by sabotaging property or organisational goals. Watkin cites research into unhappy, demotivating environments that found that some 80 per cent of managers leading such workplaces used the directive style as their sole leadership technique.

The bureaucratic, imagination-stifling nature of the style also means that it’s inappropriate in situations where staff need to be creative or innovative; it’s also ineffective when dealing with complex tasks.

Mix and match. The style is often accompanied by visionary and participative leadership. “With good leaders you will see directiveness when appropriate but you will see other styles at the same time.”

What to avoid when working for a directive leader. Don’t criticise his or her style and don’t get off on the wrong foot by suggesting different ways to do things – directive leaders are looking for your compliance, not your ideas.

How to impress a directive leader. Many directive leaders are uncomfortable delegating tasks because they don’t trust others to get things right, so start by proving that you can do exactly what is asked of you. Keep them in the loop throughout the process; double-check that you are delivering what they want, when they want it and in the right format – think of it as micro-managing up. Once you have earned their trust you might have a little more freedom to do things your way, although the chances are that your boss will still be setting the tasks. “Show that you have heard what’s important to them and they might leave you to get on and do it your way,” Watkin says.

Next: the authoritative or visionary style.

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