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Robert Tannenbaum & Warren H Schmidt: Carlo Widjaja Chin Chiang Chen

The document outlines Robert Tannenbaum and Warren Schmidt's model of leadership styles, which ranges from manager-centered "authority" styles to subordinate-centered styles that give more freedom to employees. It describes the seven leadership styles in the model from most authoritative to least, and notes the main forces that influence a manager's leadership behavior including forces within the manager, team members, and the situation. It concludes by critiquing some aspects of the model.

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Carlo Widjaja
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301 views

Robert Tannenbaum & Warren H Schmidt: Carlo Widjaja Chin Chiang Chen

The document outlines Robert Tannenbaum and Warren Schmidt's model of leadership styles, which ranges from manager-centered "authority" styles to subordinate-centered styles that give more freedom to employees. It describes the seven leadership styles in the model from most authoritative to least, and notes the main forces that influence a manager's leadership behavior including forces within the manager, team members, and the situation. It concludes by critiquing some aspects of the model.

Uploaded by

Carlo Widjaja
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Robert Tannenbaum & Warren H Schmidt

Carlo Widjaja
Chin Chiang Chen
The model

• Boss-centered leadership • Subordinate-centered


-authority by managers leadership
• McGregor's -freedom by subordinate
-theory X -also called employees or
nonmanagers
• McGregor's
-Theory Y
Seven leadership styles
1) Manager makes the decision and 2) Manager ‘sells’ their decision
announces it • The manager takes the role of
• a purely authoritarian style of decision-maker but advocates
leadership their decision, appealing to
• no consideration given to other benefits to the group.
points of view. • Valuable when you need the
• Most appropriate in a crisis, the group’s support.
manager sets clear instructions
and expectations.
Seven leadership styles

3) Manager presents their decision 4) Manager presents a tentative


and invites questions decision, subject to change
• The manager is still in control, • Now the group’s opinions can
but allows the group to explore count. The manager identifies and
the ideas to better understand the resolves the problem, but consults
decision. their team before making their
• The manager answers to their own decision.
team, without committing to
honour their opinions.
Seven leadership styles
5) Manager presents the problem, 6) Manager defines the limits within
gets suggestions and then makes a which the group makes the decision
decision • Now decision-making sits with
• Still the manager retains ultimate the team.
decision-making authority. • The manager defines the problem
• But now, they share responsibility and sets boundaries within which
for finding the solution with the the group can operate, which may
group, who can influence the constrain the final decision.
final decision.
Seven leadership styles

7) Manager allows group to make decision, subject to


organisational constraints
• The group has as much freedom as the manager is able
to grant them. The manager may help the group and
again, commits to respect the decision the group arrives
at.
The main forces

• Forces in the manager


• Forces in the team-members
• Forces in the situation
Forces in the manager

• The value of system


• The confidence in subordinates
• Their own leadership inclinations
• Their feelings of security in an
uncertain situation
• Forces influence behavior
Forces in the team-members

• Permit greater freedom


-Independence
-Responsibility
-Ambiguity
-Interested
-Identify
-Knowledge
-Learned to share
Forces in the situation

• Type of organization
• Group effectiveness
• The problem itself
• The pressure of time
Cristime of the model

• Perceived by employees
-Laissez-faire
• Cultural differences
• The term of staff members
-Employees
-Subordinates
-Nonmanagers
• Switch leadership style
-Unrealistic assumption
Conclusion

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