Reddin's 3D Theory of leadership proposes three dimensions for analyzing leadership styles: task orientation, relationship orientation, and effectiveness. The theory identifies four basic leadership styles based on levels of task and relationship orientation. It introduces effectiveness as a third dimension, assessing whether a style is suitable to the situational demands. When the right style is applied appropriately, it results in high effectiveness, while inappropriate styles have low effectiveness. The theory provides a framework for evaluating which leadership approach is best suited for different situations.

1. Introduction toIntroduction to
Leadership andLeadership and
ManagementManagement

2. Reddin’s 3D TheoryReddin’s 3D Theory
 ““The 3D theory shows how and when each styleThe 3D theory shows how and when each style
is effective”is effective”

3. Professor Bill ReddinProfessor Bill Reddin
 Made the breakthrough to the next level ofMade the breakthrough to the next level of
practical leadership theories.practical leadership theories.
 He develop the first relatively simple method ofHe develop the first relatively simple method of
measuring what he called “Situational Demands”measuring what he called “Situational Demands”
The things that dictate how a manager mustThe things that dictate how a manager must
operate to be most effective.operate to be most effective.

4. Two Basic DimensionsTwo Basic Dimensions
 Reddin’s model was based on the two basicReddin’s model was based on the two basic
dimensions of leadership.dimensions of leadership.
 Task orientationTask orientation
 Relationship OrientationRelationship Orientation

5. Four basic Management styles:Four basic Management styles:
 High on task but low on relationshipsHigh on task but low on relationships
 High on relationships but low on task.High on relationships but low on task.
 Low on both task and relationships.Low on both task and relationships.
 High on both.High on both.

6. Third Dimension:Third Dimension:
 He introduce a third dimension which he calledHe introduce a third dimension which he called
Effectiveness.Effectiveness.
 Effectiveness:Effectiveness:
 Effectiveness was what resultedEffectiveness was what resulted
when one used the right style of leadership forwhen one used the right style of leadership for
the particular situation.the particular situation.

7. Four major leadership stylesFour major leadership styles
 Four major leadership styles on highFour major leadership styles on high
effectiveness plane.effectiveness plane.
 Four corresponding on the low effectivenessFour corresponding on the low effectiveness
plane.plane.
 Effectiveness being where the leadership styleEffectiveness being where the leadership style
matched the demands of the situation.matched the demands of the situation.

8. ContCont
 So a manager who demonstrated a high level ofSo a manager who demonstrated a high level of
task orientation and low relationship orientationtask orientation and low relationship orientation
where it was the style that was required waswhere it was the style that was required was
called a Benevolent Autocrate, while a managercalled a Benevolent Autocrate, while a manager
who applied that style of behavior where thewho applied that style of behavior where the
situation did not call for it was labelled ansituation did not call for it was labelled an
Autocrat.Autocrat.

9. ContCont
 The real theoretical breakthrough with Reddin’sThe real theoretical breakthrough with Reddin’s
3d model was the idea that one could asses the3d model was the idea that one could asses the
situation and identify what behaviour was mostsituation and identify what behaviour was most
appropraite.His model relates the level ofappropraite.His model relates the level of
managerial effectiveness.the most appropraitemanagerial effectiveness.the most appropraite
use of each of these styles.use of each of these styles.

10. What it means ?What it means ?
 Reddin’s four basic management styles result from the differentReddin’s four basic management styles result from the different
levels of concern for the people and the task.levels of concern for the people and the task.
 From these four basic styles Reddin’s added a third dimension asFrom these four basic styles Reddin’s added a third dimension as
a mean of measuring managerial effectivenessa mean of measuring managerial effectiveness
 Where the four styles are being used in the most inappropriateWhere the four styles are being used in the most inappropriate
way .way .
 This is the lowest level of effectiveness and those occupyingThis is the lowest level of effectiveness and those occupying
these quardrants are labelled as : missonary , compromiser ,these quardrants are labelled as : missonary , compromiser ,
deserter and autocrate .deserter and autocrate .
 Where the four styles are being used in the most appropriate wayWhere the four styles are being used in the most appropriate way
and this at the highest level of effectiveness Reddin labelled theand this at the highest level of effectiveness Reddin labelled the
roles as : developer executive bureacrate and benevolentroles as : developer executive bureacrate and benevolent
autocrate.autocrate.

11. Conclusion :Conclusion :