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The Leadership Continuum model of Tannebaum and Schmidt
(1973) suggests that autocratic leaders are more likely to make their own
decisions and not engage their 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 based on how much involvement leaders placed
into task and relationship needs. This range of leadership behaviors
was expressed along a continuum by Tannebaum & Schmidt in 1973, ranging
from boss-centered (task) to subordinate-centered
(relationship).
To choose the most appropriate
style and use of authority, the leader must consider:
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Forces in the
manager: belief in team member
participation and confidence in capabilities of members.
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Forces in the
subordinate: subordinates who are independent, tolerant of
ambiguity, competent, identify with organizational goals.
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Forces in the
situation: team has requisite knowledge, team hold organizational
values and traditions, teams work effectively.
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Time pressure:
need for immediate decision under pressure mitigates against
participation.
Advantages of the
Leadership Continuum Model include:
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Gives managers a
range of choices for involvement.
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Presents
criteria for involvement and delegation.
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Focuses decision
maker on relevant criteria (e.g., forces & time).
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Emphasizes
employee development and empowerment.
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Is
heuristic--encourages research to see how effective delegation may be
under the model.
Some limitations of the Leadership Continuum theory:
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Involves only
the initial step of assigning a task to someone, not the following
processes that may determine the effectiveness of the outcome.
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Assumes the
manager has sufficient information to determine disposition to self or
team.
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Assumes
"neutral" environment without social bonds or politics.
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Simplifies
complex decisions to a two-polar dimension; more simple than reality is.
Compare with Leadership Continuum:
Path-Goal Theory |
Leadership Styles | Theory X Theory Y
| Contingency Theory
|
Competing Values Framework |
Levels of Culture
| Expectancy Theory
|
Results-Based Leadership
| Result
Oriented Management
| Hierarchy of Needs |
Herzberg Two Factor
Theory |
Bases of Social Power |
Seven Surprises
|
Seven Habits |
SMART |
PAEI |
Changing Organization Cultures |
Framing
More management models
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