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Continuum model

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Continuum model

Robert Tannenbaum and warren schmidt putforward a continuum model that classifies leaders

on the basis of their personal trait with the

extreme points of model being tells(use ofauthority by leaders) and participates(freedom

for subordinates)

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approaches on the Tannenbaum and

Schmidt Continuum

The Leader Tells. This approach is typified

when a leader says: "The problem I face is.. I

want you to..." This is the autocratic style of

leadership. While unfashionable today, it is

often needed when teams are new,

inexperienced, or weak. As the team gain in

cohesion and commitment, it becomes lessand less appropriate

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The Leader Sells. This approach is typified when aleader says: "The problem I face is.. I want you to...because..." In the selling approach, it's still the

leader in the driving seat but there is the need toget others to understand why they are doing whathe or she wants

The Leader Tests. This approach is typified when a

leader says: "The problem I face is.. I want you to...What do you think...?" Notice now how the leaderexplains the problem, comes up with an idea butchecks it out with the team. If they're not ready formore responsibility, they'll go along with what theboss wants; if they are ready, then he or she leavesthe door open for them to discuss their thoughts.

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. The Leader Consults. This approach is typifiedwhen a leader says: "The problem we face is.. Whatideas do you have for solving it...?" Notice now

how the leader drops the word "I" in exchange forthe word "we". Notice also how he or she nolonger feels the need to have an answer ready. Theleader is effectively inviting the team to problem-

solve with him or her.

The Leader Joins. This approach is typified when aleader says: "What is the problem we face? Howcan we solve it? Any ideas?" Now comes a turning-point. The leader no longer owns the problem andsolution alone. By asking the team to consider theproblem as well as the solution, he or she is

nudging them into outright ownership themselves.

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The Leader Delegates. This approach is typified when aleader says: "Problems keep cropping up... Can you seewhat's going on, come up with some ideas and get backto me..." Now the leader knows that there are problems

in certain areas of the job but, in moving from the word"we" to the word "you", gives the team the green light tofind answers. The decision may still be the leader's butthe team can have a high level of influence over the final

outcome.The Leader Abdicates. This approach is typified when aleader says: "Sort out any problems that crop up. I'mhere if you need me but only if you really need me." Here

the language of the leader is coded. What he or she isreally saying to the team is that they have fullresponsibility for identifying, analysing, and resolving theproblem but accountability still rests with the leader.