3-D Reddins leadership model by Bill Reddin

1. 3-D Leadership Model
By Bill Reddin
PresentedBy
P B Narendra Kiran M.B.A., M.Phil., (Ph.D.)
DepartmentofManagementStudies,BITS VIZAG
BITS
VIZAG

2. Reddin’s 3-D theory

3. The Three-Dimensional Grid or 3-D theory is develop
ed by Professor Bill Reddin. Bill Reddin is best know
n for the 3-D theory, who introduced the concept of “s
ituational demands” which talks about the way in whic
h the leader must behave to be most effective.

4. • The culmination of his action-oriented work was his 3D Model of Leade
rship, first outlined in his 1983 thesis Managerial Effectiveness and Styl
e:
• Individual or Situation, which identified several different leadership s
tyles and their effectiveness in any number of typical situations.
• The most important concept within his work was that there is no single
most effective leadership style, considering the numerous and varied
situations a leader will find themselves in.
The four basic leadership styles as identified by Reddin were:
1. Related - A related leader enjoys team-based, cooperative working. The
y do not focus on directing or dictating orders to staff, and allow much
more freedom and responsibility.

5. 4 basic leadership styles as identified
by Reddin
Related Integrated Dedicated Separated

6. 2. Integrated - An integrated manager retains the cooperative nature of the group, a
nd encourages two-way communication. They emphasize the effectiveness of thi
s communication and building a strong team capable of completing tasks to the
best of their potential.
3. Dedicated - A dedicated manager is only truly concerned with the end result of t
he task and focuses on improving the production process. They retain power and
responsibility with themselves, allowing them to dictate roles and requirements t
o others.
4. Separated - A separated manager focuses on correcting deviations from the nor
m. They formulate policies and rules and impose them on others but do not take
a direct, commanding role on themselves.

7. Each of these leadership styles is separated by its position along two
major axes:
1. Task Orientation
2. Relationship Orientation.
This refers to the proportion of concern that the leader in question has for
either the results of the task, or for the needs and development of the indiv
iduals involved.
The central matrix in the diagram below represents Reddin's initial mod
el, showing the four major leadership styles and their positions along t
he Task-Relationship axis.
0
1
0
2
0
3
0
4

8. Reddin’s 3-D Model

9. Reddin later expanded on his initial theory, adding in the third dimension of Effecti
veness.
This effectiveness was defined by the appropriateness of the particular leadership st
yle in any given situation and he argued that this should be the main focus of any ma
nager's efforts.
 As you can see in the diagram, the appropriate versions of the initial styles can b
e seen in the upper-right (Developer, Executive, Benevolent Autocrat, Bureau
crat) and the inappropriate styles (Missionary, Compromiser, Autocrat, Deser
ter) in the bottom-left. These are not new styles in themselves, only the primary
styles when applied to appropriate or inappropriate situations.

10. The true strength of
a leader or manager
is to know when to u
tilise each of the basi
c leadership styles, a
nd how to apply them
to appropriate situatio
ns. Also discussed we
re two other key conc
epts:
1. Flexibility
2. Rigidity

11. Reddin believed that the way le
ader behaves in a certain situa
tion may not be appropriate in
some other situations, and this
led to the evolution of the 3
-D leadership model or theory.

12. Choosing the Most Appropriate Leadership Style
• The most difficult part of applying Reddin's theory is for manag
ers to understand when to employ each of the different styles.
 In general, this is something which can only be understood thr
ough experience, and close examination of the situation.
• A manager with a strong awareness of the requirements of task
s and demands of a situation will be capable of interpreting the
necessity of greater task orientation or greater people orientati
on:

13. Task-orientated approaches generally are most effective in scenarios
when the group is constrained by resources or time, when there is
disorganization which needs to be brought back into an order or wh
en the leader is working with inexperienced or low-skilled team me
mbers.
People-oriented approaches are often more effective in more open, c
reative tasks, when the leader sees the opportunity to develop their
staff's leadership and skills over the long term or to motivate them t
hrough new experiences and greater responsibility. The leader may
also see fit to work on a more people-centric basis in times when th
ey have a highly experienced, skilled and competent team.

14. Thank you