Management Theories # 10 - Leadership Continuum

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:

1. Forces in the manager: belief in team member participation and confidence in capabilities of members.
2. Forces in the subordinate: subordinates who are independent, tolerant of ambiguity, competent, identify with organizational goals.
3. Forces in the situation: team has requisite knowledge, team hold organizational values and traditions, teams work effectively.
4. Time pressure: need for immediate decision under pressure mitigates against participation.

Advantages of the Leadership Continuum Model include:

• Gives managers a range of choices for involvement.
• Presents criteria for involvement and delegation.
• Focuses 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.
  

Some limitations of the Leadership Continuum theory:

• Involves only the initial step of assigning a task to someone, not the following processes that may determine the effectiveness of the outcome.
• Assumes the manager has sufficient information to determine disposition to self or team.
• Assumes "neutral" environment without social bonds or politics.
• Simplifies complex decisions to a two-polar dimension; more simple than reality is.