The Continuum of Leadership Behaviour Theory

This theory shows the relationship between the level of freedom that the manager chooses to give to his team and level of authority used by the manager. It addresses the problem of how modern managers can be democratic in their relationship with subordinates and at the same time maintain the authority control in organizations for which they are responsible.

1. The Continuum of Leadership Behaviour Theory by Robert Tannembaum & Warren H. Schmidt

2. TANNEMBAUM & SCHMIDT American professor Emeritus 1915-2003 University of Southern California American professor Emeritus ; Ph.D University of Southern California

3. Use of Authority by the Manager Area of Freedom for Subordinates Subordinate- centered relationship Boss- centered relationship The Model shows the relationship between: Level of freedom (that the managers chooses to give to his team) Level of authority (used by the manager) Addresses the problem of how modern managers can be democratic in their relationship with subordinates and at the same time maintain the authority of control in organizations for which they are responsible

4. Subordinate- centered relationship Boss- centered relationship The structure Boss- centered relationship -Use of authority by manager Subordinate- centered leadership Freedom for subordinates (employees/non-managers) Use of Authority by the Manager Area of Freedom for Subordinates

5. 7 Distinct Leadership Styles

6. Area of Freedom for Subordinates 7 Distinct Leadership Styles Related to the degree of authority used by the boss and to the amount of freedom available to subordinates in reaching decisions Subordinate- centered relationship Boss- centered relationship Use of Authority by the Manager

7. Use of Authority by the Manager Area of Freedom for Subordinates 7 Distinct Leadership Styles Subordinate- centered relationship Boss- centered relationship The manager makes the decisions and announces it- identifies the problem, considers alternative solutions, chooses one of them and then announces his decision to the subordinates for implementation None are consulted and it is an order

8. Use of Authority by the Manager Area of Freedom for Subordinates 7 Distinct Leadership Styles Subordinate- centered relationship Boss- centered relationship The Manager sells the decision The manager takes responsibility before identifying the problem and arriving at the decision but rather than simply announcing it, the manager takes the additional step of persuading the subordinates to accept it The manager seeks to reduce resistance from the employees by telling them “What’s in it for you”

9. Use of Authority by the Manager Area of Freedom for Subordinates 7 Distinct Leadership Styles Subordinate- centered relationship Boss- centered relationship Presents ideas and invites questions The employees can better understand what the manager is trying to accomplish This “give and take” also enables the manager and the employees to explore more fully the implications of the decisions, this may sometimes affect the managers idea but the employees have very little influence on the final decision

10. Use of Authority by the Manager Area of Freedom for Subordinates 7 Distinct Leadership Styles Subordinate- centered relationship Boss- centered relationship Presents a tentative decision subject to change Before finalizing the decision, the manager presents the proposed solution for the reaction of who will be affected by it Consults his employees – permits the employees to exert some influence on the decision

11. Use of Authority by the Manager Area of Freedom for Subordinates 7 Distinct Leadership Styles Subordinate- centered relationship Boss- centered relationship The manager presents the problem ,gets suggestions and then makes the decision the subordinates got the first chance to suggest solutions , the manager’s initial role involves identifying the problem The manager decides on the basis of the proposals Capitalize on the knowledge and experience of those who are on the foreign line

12. Use of Authority by the Manager Area of Freedom for Subordinates 7 Distinct Leadership Styles Subordinate- centered relationship Boss- centered relationship The manager defines the limits and ask the group to make a decisions The manager defines the problem and the boundaries This decision is a joint effort Within the boundaries defined by the manager

13. Use of Authority by the Manager Area of Freedom for Subordinates 7 Distinct Leadership Styles Subordinate- centered relationship Boss- centered relationship The manager abdicates the decision power to the group The manager permits the group to make decision within prescribe limits Represent an extreme degree of group freedom

14. DECIDING HOW TO LEAD

15. THREE FACTORS Forces in the manager Their value system Their confidence in subordinates Their own leadership inclinations Their feelings of security in an uncertain situation “Forces influences behaviour”

16. Forces in the subordinates Permit greater freedom Independence Responsibility Ambiguity Interested Understand and Identify goals of organization Knowledge Learned to share THREE FACTORS

17. THREE FACTORS Forces in the situation Type of organization Group effectiveness The problem itself The pressure of time

18. LEADERSHIP STRATEGY LONG-RUN STRATEGY Managers are faced with a challenging question at which point at the continuum should they act The answer depends on what they want to accomplish They are interested in the same objectives that most modern manager seek to attain- raise the level of employee motivation to increase the readiness of the subordinates to accept change to improve the quality of all managerial decisions, to develop teamwork and to further the individual development of employees Subordinate- center behavior is associated with the accomplishment of the goals that the modern managers seek to attain- you as a modern manager must strive to give employees freedom with responsibility but within the limits specified in the model

19. CRITICISM OF THE MODEL

20. CRITISM OF THE MODEL Does not discuss how the different leadership styles are perceived by the employees LS 6 & 7 can be perceived a ‘laissez- faire’from employees point of view Cultural differences between employees from different grounds or countries and their perception of leadership are not discussed in the model

21. How is it perceived when you call the member staff -employees, subordinates, non-managers is not discussed in the model It is anticipated that the manager can all switch all seven types of leadership style –it is unrealistic assumption CRITISM OF THE MODEL

22. “By understanding the different aspects of the model, the manager can get a better understanding of his or her choice among different leadership style in different situations and can thereby make themselves more effective.”