Leadership Continuum

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Comparing autocratic vs. democratic leaders. Explanation of Leadership Continuum model of Tannebaum and Schmidt. ('73)

What is the Leadership Continuum? Description

According to the Leadership Continuum model of R. Tannebaum and W.H. Schmidt (1973) an autocratic leader will likely make his own decisions. He will not delegate to his subordinates. Whereas a more democratic leader (laissez-faire manager) gives subordinates a greater degree of delegation in decision-making.

In 1938, Lewin and Lippitt proposed classifications of leaders. These were based on how much involvement leaders placed onto task and relationship needs. These types of leadership behavior were expressed in 1973 along a continuum by Tannebaum & Schmidt. The spectrum ranges from boss-centered (task) to subordinate-centered (relationship).

Forces to consider for Leaders

To choose the most appropriate style and use of authority, the leader should take into consideration:

1. Forces in the manager: belief in team member participation and confidence in capabilities of members. Compare: Theory of Needs

2. Forces in the subordinate person: subordinates who are independent, tolerant of ambiguity, competent, identify with organizational goals.

3. Forces in the situation:

   • the team has requisite knowledge.
   • the team has organizational values and traditions.
   • the team works effectively.

4. Time pressure: need for immediate decision under pressure. Mitigates against participation.

Advantages of the Leadership Continuum Model. Benefits

• Gives managers a range of choices for involvement.

• Presents criteria for involvement and delegation.

• Focuses the decision maker on relevant criteria (e.g. forces & time).

• Emphasizes employee development and empowerment.

• Is heuristic. Encourages research to see how effective delegation may be under the model.

 
Limitations of the Leadership Continuum. Disadvantages

• Involves only the initial step of assigning a task to someone, not the following processes that may determine the effectiveness of the outcome.

• Assumes that the manager has sufficient information to determine the disposition to himself or to the team.

• Assumes "neutral" environment without social bonds or politics.

• Simplifies complex decisions towards a two-polar dimension; more simple than the reality is.

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Leadership Continuum Forum

Mugenyi Lloyd - Uganda

Leadership Continum

"A very interesting and educative subject which changes managers view of subordinates. Can make managers start trusting their subordinates through delegation."

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- South Africa

Force Field = 5 Levels of Management

"The summary of the five levels of management to arrive at level 5 managers(Collins) has some similarity to the forcefield distribution of leadership."

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Jimmy Ogodo - Kenya

Interested

"A leader is who who respect his/her subordinates, delegates with some level of independent authority and ready to take responsibility in a case of his fault and not shifting goal posts."

1

Honarpisheh H. - Iran

Organizational Decision making

"As far as decision-making is the main subject of leadership, other issues such as delegation and relationships remain secondary to it and a matter of management."

1

Tajinder - India

Leadership Continuum Model

"A Democratic leader Involves team in decision making, consults and then takes a call whereas A Laissez Faire leader has a hands off approach let the team and the reportees take a call. Democratic and Laissez Faire are 2 different Leadership styles, it has been shown as one??????????? "

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