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Leadership Style – Tannenbaum-Schmidt Continuum Theory
In 1973, Tannenbaum & Schmidt came up with a range of leadership behaviours, from “boss-centered” (task oriented) to “subordinate-
centered” (relationship oriented).
The Tannenbaum-Schmidt Continuum model shows the relationship between the level of authority used by the manager and the levels of
freedom that manager gives to a team.
Boss-centered
Leadership
Subordinate-centered
Leadership
Use of Authority by
the Manager
Area of Freedom for
Subordinates
Manager takes decision
and announces it
Manager decides and
then “Sells” his decision
to the team
Manager presents
decision with
background ideas for the
decision and invite
questions
Manager suggests
provisional decision &
invites discussion
regarding the decision
Manager presents the
problem or situation, get
suggestions, then
decides
Manager allows team to
develop options and
decide on the action,
within the manager’s
received limit
Manager explains the
situation, defines the
parameters and asks
team to decide on the
solution
Tell Sell Consult Empower
Here you can find a quick test to see what your preferred leadership style is: In each of the 12 sections, score all the statements in the column on the right-hand side, as follows: 0 point: I never do this, 1 point: I rarely do this, 2 points: I sometimes do this, 3 points: I often do this, 4 points: I always do this.
1. Decision-Making (a) I make the decisions and announce them. (b) I make the decisions but announce how and why I made them. (c) I ask my team for their ideas before making decisions. (d) I set clear parameters within which my people are allowed to make their own decisions. 2. Sharing Information (a) I pass on information only if it is unavoidable. (b) I make the decisions but announce how and why I made them. (c) I try to answer team members’ questions openly and honestly. (d) I make available all information, apart from that which is personally or commercially sensitive. 3. Delegation (a) As a general rule, I do not delegate. (b) I delegate occasionally, but when I do I follow up carefully. (c) I delegate regularly, to individuals who have demonstrated that they can handle it. (d) I use delegation as a means of developing new skills in my people. 4. Degree of Autonomy (a) I am always closely in control of how people go about tasks in my department. (b) I suggest how people should go about their work, but am prepared to listen to alternative suggestions. (c) I encourage people to think about how to go about their work and agree it with me. (d) I set objectives, but let people decide themselves how they will achieve them. 5. Standards of Work (a) I lay down the standards I expect to be achieved. (b) I explain why standards have been set as they are. (c) I communicate standards, but allow individuals to have their say. (d) I help my team to identify appropriate standards for their jobs. 6. Management of Change (a) When change is forced on me, I tell people exactly how we are going to respond to it. (b) I try to explain the reasons for change. (c) In responding to change, I ask team members for their ideas. (d) I expect my people to come up with suggestions for handling change situations. 7. Response to Mistakes and Errors (a) When mistakes occur, I find out who is responsible and make it clear that such errors will not be tolerated. (b) My main concern when mistakes occur is that people understand why they made them. (c) When mistakes occur, I ask people how they would do things differently if the same situation happened again. (d) I do not mind some mistakes, so long as people use them as genuine learning opportunities. 8. Attitude to Risk-Taking (a) I try to operate in a way which removes all possible risk. (b) I only take carefully calculated risks. (c) I am prepared to take reasonable risks, provided I am able to effect a contingency plan. (d) I am happy to undertake risky ventures if the potential benefits are high.
