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A Fast Learner's Guide to Leadership

Tannenbaum-Schmidt

 

 

How can a manager tell what management style to use?  In 1957, Robert Tannenbaum and Warren Schmidt wrote one of the most revolutionary articles ever to appear in The Harvard Business Review.  This article, titled "How to Chose a Leadership Pattern," (download article now) was significant in that it showed that the leadership style is the choice of the manager.  At the top of the diagram below you will notice the familiar "Relationship Oriented" and "Task Oriented" continuum, which is also labeled "Democratic" and "Authoritarian." 

The diagram shows another dimension:  "Sources of Authority".   At the democratic end of the diagram, the manager allows for freedom of the employees.  At the authoritarian end of the diagram we see that the manager is the sole source of authority.  We go from the authority of the workers to the authority of the managers.

 

  
 

 

  

 Seven "leadership patterns" were identified by Tannenbaum and Schmidt.  The leadership patterns are indicated by numbers at the bottom of the diagram  These are similar to leadership styles, but the definition of each relates to decision making processes.

  
     
     
     
The democratic (relationship oriented) leadership patterns are characterized by the use of authority by the subordinate.   
The authoritarian (task oriented) leadership patterns are characterized by use of authority by the leader.   
Note that as the use of authority by the subordinates increases (democratic style) the use of authority by the leader is decreased proportionately.

 

  

Leadership Pattern 1: "The leader permits subordinates to function within limits defined by the superior."

Example:  The leader allows the team members to decide when and how often to meet.

  

Leadership Pattern 2: "The leader defines limits, and asks the group to make the decisions."

Example:  The leader says that the team members must meet at least once a week, but the team can decide which day is best.

  

Leadership Pattern 3: "The leader presents problems, gets the group's suggests, then the leader makes the decision."

Example:  The leader asks the team to suggest good days to meet, then the leader decides what day the team will meet.

  

Leadership Pattern 4:  "The leader presents tentative decision to the group.  The decision is subject to change by the group."

Example:  The leader asks the group if Wednesdays would be a good day to meet.  The team suggest other days that might be better.

  

Leadership Pattern 5: "The leader presents ideas and invites questions."

Example:  The leader tells the team that he or she is considering making Wednesday the day for team meetings.  The leader then asks the group if they have any questions.

  

Leadership Pattern 6: "The leader makes the decision then convinces the group that the decision is right."

Examples:  The leader tells the team members that they will be meeting on Wednesdays.  The leader then convinces the team members that Wednesdays are the best days to meet.

  

Leadership Pattern 7: "The leader makes the decision and announces it to the group."

Example:  The leader decides that the team will meet on Wednesdays whether they like it or not, and tells that news to the team.

  
     
     

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