Types of Managers

Tannenbaum & Schmidt's Continuum of Leadership

The Tannenbaum & Schmidt Contiuum was first published in the 1950's as a way of illustrating one of the key elements that differentiates people's management styles- how much freedom to make decisions managers give to their subordinates. 

Tannenbaum & Schmidt identified seven points along the contiuum that illustrate different styles that managers may adopt. 

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The Seven Points on the Continuum

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The implications of different leadership styles pt

'Tell'

Postives- Made by qualified by people, it gets done, faster, dynamic

Negatives- Their fault, may cause conflict, pressure, may turn people away

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The implications of different leadership styles pt

'Sell' 

Postives- They give employees reasons

Negatives- Employees still have no say

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The implications of different leadership styles pt

'Consult'

Postives- Motivated, employees have a say in the decision, able to question, considering, everyone can subject to change

Negatives- If managers and employee disagree, may cause conflict= slower process

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The implications of different leadership styles pt

'Share' 

Postives- Able to work as a team, more motivational

Negatives- May not be as quick, too laid back, people may disagree making the process slower

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The Blake Mouton Grid

The Tannenbaum & Schmidt Continuum classified management styles according to how much freedom and autonomy managers gave to subordinates.

The Blake Mouton Grid classifies leaders slightly differently, according to whether managers focus on more production and setting tasks and deadlines or whether they focus on more people in their team and ensuring they are content and their needs are met.

According to Blake & Mouton, some of these managers adopt styles at the end of these two extremes, some focus on both, some focus on neither and some sit in the middle.

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Impoverished Leaders

  • Low concern for people and production
  • Ineffective
  • Little concern for creating systems that get the job done
  • Little concern for creating an environment that motivates the team
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Country Club Leaders

  • Low concern for production and High concern for people
  • Value their team
  • Concerned about feelings
  • As long as team is happy they will work hard
  • Relaxed
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Produce or Perish Leaders

  • High concern for production and low concern for people
  • Authoritarian / Theory X chracteristics
  • Strict rules, must follow policies and procedures
  • Threat of punishment for motivation
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Middle of the Road Leaders

  • Medium concern for people and production
  • Provides a balance
  • Compromising risks neither being met
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Team Leaders

  • High concern for people and production
  • Considered the best style of leadership by Blake and Mouton
  • Focus on securing the needs of the organisation and team, trying to create a cohesive environment where people feel valued and productivity is high
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What influences the management style a manager use

  • Personality
  • The job they do
  • Employees
  • Objectives / Goals
  • Performance of the business so far
  • How the team have been managed in the past
  • Pressure
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Which leadership style is the most effective?

IT DEPENDS ON...

  • The business itself
  • Availibity of Leaders
  • Performance of the business
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