Leadership Continuum Software 2

Leadership Continuum Model Software, Tannebaum, Autocratic vs. Democratic Leaders, Leadership theory R. Tannebaum and W.H. Schmidt 1973 Software (Strategic Analysis, Management); 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). 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. To choose the most appropriate style and use of authority, the leader must consider: