What is Tannenbaum and Schmidt’s Leadership Continuum?

Tannenbaum and Schmidt have developed the concept of leadership continuum to highlight the range of possible leadership styles. At the left end of the continuum there is ‘boss centered’ (autocratic) leadership style while at the right end is the ‘subordinate centered’ (free-rein) – style. As one moves from the left extreme to the right extreme, the degree of control goes down and the freedom of subordinates goes up.

1. Manager makes decision and announces it. It is an extreme form of autocratic leadership whereby the boss takes the decision and asks the subordinates to implement it.
2. Manager sells the decision. In this style the boss alone takes the decision and persuades the subordinates to accept it.
3. Manager presents ideas and invites questions. This style involves greater involvement of subordinates. The boss arrives at the decision and asks subordinates to express their views on it.
4. Manager presents tentative decision subject to change. Herein the boss takes a. tentative decision and modifies it in the light of views expressed by the subordinates.
5. Manager presents problems, gets suggestions and takes decision. In this case the boss takes the decision after hearing the suggestions from subordinates.
6. Manager defines the limits and asks the group to make decision. Under this style of leadership the boss gives the freedom to subordinates to take decision subject to predetermined limits.
7. Manager permits subordinates to function within the limits defined by him. This style involves full participation of subordinates. The boss defines overall limits. Subordinates are free to decide and act within these limits.

The continuum approach to leadership provides a wide range of leader behaviors. It identifies the behavioral alternatives available to a manager and highlights the dynamic nature of leadership. It also suggests that the leadership style should be adapted to the requirements of the particular situation. While choosing the appropriate style, a manager should consider the following factors –

1. Forces in the manager – Manager’s value system, his confidence in the subordinates, his leadership inclinations and his tolerance of ambiguity.
2. Forces in the subordinates – Subordinates’ need for independence, their tolerance for ambiguity, their willingness to assume responsibility for decision making, their interest in and understanding of problems, their understanding of and identification with organisational goals their experience with and expectations of leadership.
3. Forces in the situation – Type of organisation, nature of problems, group effectiveness, time pressure, etc.