TANNENBAUM AND SCHMIDT’S LEADERSHIP MODEL AND MANAGERIAL GRID

1. MADE BY:VARSHA
MEGHNA
MEGHALI
RONIT
SANYAM
PRIYEN
SAHIL

3. Tannenbaum and Schmidt Continuum model
shows the relationship between the levels of
freedom that a manager chooses to give to a
team, and the level of authority used by the
manager.
Tannenbaum & Schmidt concentrated more on
delegation & freedom in decision making to
subordinates and there by on the team
development. As the team’s freedom increases,
the manager’s authority decreases. This is a
positive way for both teams and managers to
develop.

4. Tannenbaum & Schmidt defined 7 levels of delegated freedom which
moves from manager-oriented to subordinate-oriented. As team
develops, level moves from one to the next – the area of
freedom increases and the need for manager’s intervention
decreases. Following levels are self-explanatory and easy to
understand:
1.Manager takes decision and announces it – only manager
plays the decision-making role; no team involvement
2. Manager decides and then “Sells” his decision to the team –
no change in decision; but team may raise some concerns.
3. Manager presents decision with background ideas for the
decision and invite questions – team knows what options
manager considered for his decision; more team involvement

5. 4. Manager suggests provisional decision & invites
discussion regarding the decision – team can have a say on
manager’s decision; it can be changed based on discussion.
5. Manager presents the problem or situation, get
suggestions, then decides – team is free to come up with
options; manager decides on those options.
6. Manager explains the situation or problem, defines the
parameters and asks team to decide on the solution –
manager delegated whole thing to the team; but still
manager is accountable for the outcome.
7. Manager allows team to develop options and decide on
the action, within the manager’s received limit – complete
freedom level; team does all the work almost as what the
manager does at level 1.

7.  A graphical plot of a leader's assessment of
the importance of a task versus the
importance of employees, which can be used
to determine leadership style. For example,
a leader that ranks people equal
to tasks in terms of importance might be a
good leader for a team, while one that ranks
tasks much higher than people might be too
authoritarian for an informal business
environment.

9. This is the degree to which a leader
considers the needs of team members, their
interests, and areas of personal
development when deciding how best to
accomplish a task
This is the degree to which a leader
emphasizes concrete objectives,
organizational efficiency and high
productivity when deciding how best to
accomplish a task.

10. The indifferent (previously called
impoverished) style (1,1): evade and elude.
In this style, managers have low concern
for both people and production. Managers
use this style to preserve job and job
seniority, protecting themselves by
avoiding getting into trouble. The main
concern for the manager is not to be held
responsible for any mistakes, which results
in less innovative decisions.

11. This style has a high concern for people
and a low concern for production.
Managers using this style pay much
attention to the security and comfort of the
employees, in hopes that this will
increase performance. The resulting
atmosphere is usually friendly, but not
necessarily very productive.

12. With a high concern for production, and a
low concern for people, managers using
this style find employee needs
unimportant; they provide their employees
with money and expect performance in
return. Managers using this style also
pressure their employees through rules
and punishments to achieve the company
goals. This dictatorial style is based
on Theory X of Douglas McGregor, and is
commonly applied by companies on the
edge of real or perceived failure. This style
is often used in cases of crisis management.

13. Managers using this style try to balance by
giving some concern to both people and
production, managers who use this style
hope to achieve suitable performance but
doing so gives away a bit of each concern
so that neither production nor people
needs are met.een company goals and
workers' needs. By

14. In this style, high concern is paid both to
people and production. As suggested by
the propositions of Theory Y, managers
choosing to use this style encourage
teamwork and commitment among
employees. This method relies heavily on
making employees feel themselves to be
constructive parts of the company.