Tannenbaum & Schmidt: The Leadership Continuum

Tannenbaum and Schmidt’s Leadership Continuum is a situational leadership model, offering a range of styles and ways to select among them.


🧭 This video is part of course module number 3.11.3
🏢 Program 3: Managing and Leading Individuals
🏘️ Course 11: Leadership
🏠 Section 3: Situational Leadership

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⇨ Other videos in our Introduction to Leadership
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🎬 Generic Situational Leadership Model    • Situational Leadership: A Generic Day...  
🎬 Commercial Situational Leadership Models    • Commercial Situational Leadership Models  
🎬 Robert House & Path Goal Theory    • Robert House and Path Goal Theory [Si...  
🎬 Complexity, Leadership, & the Cynefin Framework    • Complexity, Leadership, and the Cynef...  


📝 LESSON NOTES
In a 1958 Harvard Business Review article, ‘How to Choose a Leadership Pattern’, Robert Tannenbaum & Warren H Schmidt set out a range of leadership behaviors. 1973 revision: https://hbr.org/1973/05/how-to-choose...

A continuum of 7 distinct leadership styles & behaviors that vary the degree of control by the leader, who:
1 makes the decision and announces it
2 ‘sells’ their decision
3 presents their decision and invites questions
4 presents a tentative decision, subject to change
5 presents the problem, gets suggestions, and then makes a decision
6 defines the limits within which the group makes the decision
7 allows group to make decision, subject to organizational constraints

They also assessed how a manager can decide how to choose which of the styles will work best. Three considerations:
• Forces in the manager
Your values and style, and your assessment of the risk
• Forces in the team-members
Your assessment of their readiness and enthusiasm to assume responsibility
• Forces in the situation
Time pressure, the group’s effectiveness, organizational culture


🎯 Watching this video is worth 5 Management Courses CPD Points*.
🔎 Details below

🗒️ RECOMMENDED EXERCISES
The Tannenbaum & Schmidt leadership continuum is a very good model.
Think back to two recent times when you had a task for your team or a part of your team. For each one, assess the forces in:
1. you, the manager (2 MC CPD Points)
2. your team-members (2 MC CPD Points)
3. the situation (2 MC CPD Points)
Then:
4. Determine which leadership style would have been best (2 MC CPD Points)
5. Consider how those styles differ from how you really led your team. What can you learn? (4 MC CPD Points)

📚 RECOMMENDED READING
There are a vast number of Leadership books - perhaps more than on any other management-related topic. And there is also a huge range represented in different lists of the best. This no-doubt reflects the different contexts for leadership.

So, any recommended reading list of leadership books must be particularly subjective. I have chosen those that made me think, and which are of particular value to managerial leaders: not sportspeople, military leaders, or CEOs. In no particular order:

📖 Leaders Eat Last
https://geni.us/ZIawP8Y
📖 Start with Why
https://geni.us/D8ZSs
📖 Humble Leadership
https://geni.us/KMuCl
📖 The Leadership Challenge
https://geni.us/nyQ3
📖 The New Leaders
https://geni.us/5ziIw
📖 Shackleton's Way
https://geni.us/Oicsj
📖 Why should Anyone be Led by You
https://geni.us/xugbBk1
📖 The Habit of Excellence
https://geni.us/VIz8Z

💰 Links to our book recommendations are affiliated through Amazon and help support our free videos

🗃️ Managers Need a Basic set of kit to do your job well. Here are my top recommendations: https://kit.co/MikeClayton/manager-s-... (the links are affiliated)

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Each video has two levels of MC CPD points. For this video:
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🌟 If you also did all the recommended exercises, score a total of 17 MC CPD points

🔖 CHAPTER MARKERS
00:00 - Tannenbaum & Schmidt Leadership Continuum
00:18 - Kurt Lewin Leadership Styles
00:37 - Questions managers should ask
01:48 - How to Choose a Leadership Pattern
02:43 - M makes decision & announces it
03:16 - M ‘sells’ decision
03:56 - M presents decision and invites questions
04:26 - M presents tentative decision, subject to change
05:11 - M presents the problem, gets suggestions, and makes decision
05:56 - M defines the limits within which the group makes decision
06:48 - M allows the group to make decision, subject to constraints
07:23 - Forces influencing the leader’s decision
08:03 - Successful leaders
08:26 - Forces in manager
09:38 - Forces in team
10:43 - Forces in situation
12:46 - Evaluating the Tannenbaum & Schmidt Leadership Continuum

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