The continuum of leadership behaviour theory proposes a model showing the relationship between the level of freedom given to subordinates by managers and the level of authority used. It addresses how managers can maintain control while having democratic relationships. The model outlines 7 distinct leadership styles ranging from boss-centered to subordinate-centered based on the degree of authority and subordinate freedom. Factors like the forces in the manager, subordinates, and situation help managers decide where to position themselves along the continuum for different objectives and situations. The model is criticized for not considering cultural factors and perceptions of different leadership styles.

1. THE CONTINUUM OF
LEADERSHIP
BEHAVIOUR THEORY
by
&

2. TANNEMBAUM & SCHMIDT
American professor
Emeritus 1915-
2003
University of
Southern California
American professor
Emeritus ; Ph.D
University of
Southern California

3. Use of Authority
by the Manager
Area of Freedom
for Subordinates
Subordinate-centered relationship
Boss-centered relationship
 The Model
 shows the relationship between:
• Level of freedom (that the managers chooses to give to his team)
• Level of authority (used by the manager)
 Addresses the problem of how modern managers can be democratic in
their relationship with subordinates and at the same time maintain the
authority of control in organizations for which they are responsible

4. Subordinate-centered relationship
Boss-centered relationship
The
structure
• Boss-
centered
relationship
-Use of
authority by
manager
• Subordinate-
centered
leadership
– Freedom for
subordinate
s
(employees/
non-
managers)
Use of Authority
by the Manager
Area of Freedom
for Subordinates

5. 7
Distinct
Leadership Styles

6. Area of
Freedom for
Subordinates
7 Distinct Leadership Styles
Related to the
degree of
authority used
by the boss and
to the amount
of freedom
available to
subordinates in
reaching
decisions
Subordinate-centered relationship
Boss-centered relationship
Use of Authority
by the Manager

7. Use of Authority
by the Manager
Area of
Freedom for
Subordinates
7 Distinct Leadership Styles
Subordinate-centered relationship
Boss-centered relationship The manager
makes the
decisions and
announces it-
identifies the
problem, considers
alternative
solutions, chooses
one of them and
then announces his
decision to the
subordinates for
implementation
–None are
consulted and
it is an order

8. Use of Authority
by the Manager
Area of
Freedom for
Subordinates
7 Distinct Leadership Styles
Subordinate-centered relationship
Boss-centered relationship  The Manager sells the decision
– The manager takes
responsibility before
identifying the problem and
arriving at the decision but
rather than simply
announcing it, the manager
takes the additional step of
persuading the subordinates
to accept it
– The manager seeks to
reduce resistance from the
employees by telling them
“What’s in it for you”

9. Use of Authority
by the Manager
Area of
Freedom for
Subordinates
7 Distinct Leadership Styles
Subordinate-centered relationship
Boss-centered relationship
 Presents ideas and invites
questions
– The employees can
better understand what
the manager is trying to
accomplish
– This “give and take” also
enables the manager and
the employees to explore
more fully the
implications of the
decisions, this may
sometimes affect the
managers idea but the
employees have very
little influence on the final
decision

10. Use of Authority
by the Manager
Area of
Freedom for
Subordinates
7 Distinct Leadership Styles
Subordinate-centered relationship
Boss-centered relationship
 Presents a tentative
decision subject to
change
– Before finalizing
the decision, the
manager presents
the proposed
solution for the
reaction of who
will be affected by
it
– Consults his
employees –
permits the
employees to
exert some
influence on the
decision

11. Use of Authority
by the Manager
Area of
Freedom for
Subordinates
7 Distinct Leadership Styles
Subordinate-centered relationship
Boss-centered relationship  The manager presents the
problem ,gets suggestions
and then makes the decision
– the subordinates got the
first chance to suggest
solutions , the manager’s
initial role involves
identifying the problem
– The manager decides on
the basis of the proposals
• Capitalize on the
knowledge and
experience of those
who are on the foreign
line

12. Use of Authority
by the Manager
Area of
Freedom for
Subordinates
7 Distinct Leadership Styles
Subordinate-centered relationship
Boss-centered relationship  The manager defines the
limits and ask the group to
make a decisions
– The manager defines
the problem and the
boundaries
– This decision is a joint
effort
• Within the
boundaries defined
by the manager

13. Use of Authority
by the Manager
Area of
Freedom for
Subordinates
7 Distinct Leadership Styles
Subordinate-centered relationship
Boss-centered relationship  The manager abdicates
the decision power to the
group
– The manager permits
the group to make
decision within
prescribe limits
– Represent an extreme
degree of group
freedom

14. DECIDING
HOW TO
LEAD

15. THREE FACTORS
Forces in the manager
• Their value system
• Their confidence in
subordinates
• Their own leadership
inclinations
• Their feelings of security
in an uncertain situation
“Forces influences
behaviour”

16. Forces in the subordinates
• Permit greater freedom
– Independence
– Responsibility
– Ambiguity
– Interested
– Understand and
Identify goals of
organization
– Knowledge
– Learned to share
THREE FACTORS

17. THREE FACTORS
Forces in the situation
• Type of
organization
• Group
effectiveness
• The problem itself
• The pressure of
time

18. LEADERSHIP STRATEGY
 LONG-RUN STRATEGY
– Managers are faced with a challenging question at which point at the
continuum should they act
– The answer depends on what they want to accomplish
– They are interested in the same objectives that most modern manager seek
to attain- raise the level of employee motivation to increase the readiness
of the subordinates to accept change to improve the quality of all
managerial decisions, to develop teamwork and to further the individual
development of employees
– Subordinate-center behavior is associated with the accomplishment of the
goals that the modern managers seek to attain- you as a modern manager
must strive to give employees freedom with responsibility but within the
limits specified in the model

19. CRITICISM
OF THE
MODEL

20. CRITISM OF THE MODEL
× Does not discuss how the different leadership styles
are perceived by the employees
× LS 6 & 7 can be perceived a ‘laissez-faire’from
employees point of view
× Cultural differences between employees from
different grounds or countries and their perception of
leadership are not discussed in the model

21. × How is it perceived when you call the member staff -
employees, subordinates, non-managers is not
discussed in the model
× It is anticipated that the manager can all switch all
seven types of leadership style –it is unrealistic
assumption
CRITISM OF THE MODEL

22. “By understanding the different aspects of
the model, the manager can get a better
understanding of his or her choice among
different leadership style in different
situations and can thereby make
themselves more effective.”