Leadership Continuum Theory
Leadership is considered as an interpersonal process under which an executive seems to guide, direct as well as influence the workings and operations of his/her subordinates with the sole motive to accomplish certain objectives at a particular situation. Recently, in modern management leadership skills are very much required in a manager and is considered as an essential quality. A manager with good leadership quality can motivate his/her employees helping to boost up their efficiency and confidence. In order to get a more detailed understanding, let's discuss more leadership and leadership continuum.
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Leadership Continuum by Tannenbaum and Schmidt
Leadership continuum theory was initially proposed by Tannenbaum and Schmidt in 1958 but later got updated in the year 1973.
The Tannenbaum and Schmidt leadership model was introduced in order to highlight the diverse range of various leadership styles that exist in this world. The inspiration drawn by the action range directly is considered to be from the degree of authority that got exercised by the manager. Such leaders while taking any important decisions take into account the freedom level of workers who seem to be engaged in non-managerial levels.
There is an illustration of various leadership styles in the leadership continuum that are present amongst the two ends of free reign and autocratic. The right side of the leadership continuum is meant for hunting the release of control and power by the managers whereas the left side of the leadership continuum shows the stringent levy of control.
However, the two ends of the leadership continuum either it is the absolute freedom or the authority are not considered as helpful for the organisation. Thus, it is very essential to hit the right chord of harmony between the two extremes for benefits.
Six Forms of Leadership
A manager seems to get characterized on the basis of control exercised by him/her on the subordinates. This can get classified into these six possibilities:
In an autocratic form of leadership, the manager seems to take all the decisions. Further, he/she communicates these decisions to his/her subordinates and orders them to implement it for achieving the objectives of the management.
After taking the decision, the manager explains it to the subordinates so as to make them understand the benefits of the particular decision for their acceptance.
The manager is also required to share his/her ideas with the subordinates and take their insights regarding those ideas. This will increase their involvement in the company. This practice encourages the employees to work more efficiently.
When the manager is taking insights from the subordinates then there might occur some changes in the original idea or decision that got generated by the manager.
A manager can ask his/her group to take a decision after giving them an idea about their limits.
The last style gives the subordinates full power. Here the manager allows the subordinates to take every decision without any limits
Factors a Manager Should Keep in Mind While Taking Decisions
A manager is responsible for making different decisions to manage various situations in the organization. The success of the organisation depends upon the decision taken by the manager. Thus, it shows how much Important is the power that got bestowed on the hands of the manager. Therefore before making any decision, the manager should consider some factors thus, ensuring that the decision is perfect and appropriate for the organisation. Some of these factors that are needed to be considered while taking decisions are:-
The Force of Subordinates
The main factor that the manager has to consider is the forces of subordinates because they are the person whom the manager is about to guide. A good leader always understands his/her subordinates. The things that are considered before taking any decision are tolerance level of the subordinates toward ambiguity, the need of independence by the subordinates, the problems of subordinates that they are facing continuously, their desire to take different decisions, organisational goals and their expectations from the manager.
The Forces in the Manager
Under this factor, the manager's value system gets included along with the confidence level of the subordinates, leadership inclinations and ambiguity tolerance.
The Forces in the Situation
Under this factor, general and environmental situations come into account. These situations include the nature of organizational problems, the pressure of time, various organizations, the effectiveness of the group, etc.
Conclusion
Tannenbaum and Schmidt concluded their leadership continuum theory by stating that leaders shift their behaviours according to the organisational metrics of a particular situation. They also need to change their behaviour according to their subordinates and different environmental factors.
FAQs on Leadership and Management: Leadership Continuum
1. What is the Leadership Continuum model developed by Tannenbaum and Schmidt?
The Leadership Continuum is a model proposed by Tannenbaum and Schmidt that illustrates a range of leadership styles. It positions leadership on a spectrum from a fully autocratic (boss-centered) approach at one end to a highly democratic (subordinate-centered) approach at the other. Instead of suggesting one best style, it proposes that effective leaders choose their style based on the specific situation.
2. What are the different leadership styles positioned along the Tannenbaum and Schmidt continuum?
The continuum outlines several distinct leadership behaviours that show a gradual shift from manager authority to team freedom. The main styles are:
- Tells: The manager makes a decision alone and announces it to the team.
- Sells: The manager makes the decision but then persuades the subordinates to accept it.
- Suggests: The manager presents the decision with their rationale and invites questions from the team.
- Consults: The manager presents a tentative decision subject to change and seeks input from the team before finalising it.
- Joins: The manager presents the problem, and the group generates and evaluates options to make a decision together.
- Delegates: The manager defines limits and asks the group to make the decision on its own.
3. How does a manager decide which leadership style to use from the continuum?
According to Tannenbaum and Schmidt, the choice of leadership style is not random but depends on three key factors:
- Forces in the Manager: This includes the manager's own value system, confidence in their subordinates, leadership inclinations, and tolerance for ambiguity.
- Forces in the Subordinates: This considers the subordinates' need for independence, their readiness to assume responsibility, their tolerance for ambiguity, and their experience with the task.
- Forces in the Situation: This involves situational factors like the type of organisation, the complexity of the problem, and the pressure of time. For example, a crisis might require a more autocratic style.
4. Why is the leadership continuum considered a situational theory?
The leadership continuum is considered situational because it fundamentally argues that there is no single best way to lead. Its core principle is that a leader's effectiveness is determined by their ability to adapt their behaviour to the specific context. A successful leader must diagnose the forces in the manager, subordinates, and the situation, and then choose the most appropriate point on the continuum for that moment to achieve the desired organisational goals.
5. Is a democratic (subordinate-centered) leadership style always better than an autocratic (boss-centered) one?
No, one style is not inherently better than the other. The effectiveness of any style on the continuum is contingent on the situation. For instance, an autocratic style might be most effective in an emergency where quick, decisive action is critical. Conversely, a democratic or free-reign style is often superior when fostering innovation, encouraging team ownership, or working with a highly skilled and motivated team that requires autonomy.
6. Can you provide a real-world example of a manager shifting their style along the leadership continuum?
Certainly. Imagine a retail store manager. During a sudden system-wide cash register failure (a crisis), the manager would likely use an autocratic 'Tells' style, giving direct, non-negotiable instructions to staff to manage customer flow. A week later, when planning the next holiday season's store layout, the same manager might use a participative 'Consults' or 'Joins' style, gathering ideas and feedback from the experienced sales team to create the most effective design.
