2020 iLEAD e-book

The Leadership Continuum
In 1938, Lewin and Lippitt proposed classifications of leaders. These were based on how much involvement
leaders placed onto task and relationship needs. These types of leadership behaviour were expressed in 1973,
along a Leadership Continuum by Tannenbaum & Schmidt. The spectrum ranges from boss-­‐centred (task) to
subordinate-­‐centered (relationship).
To choose the most appropriate style, the leader should take into consideration:
1. Manager: belief in team member participation and confidence in capabilities of members.
2. Subordinates: subordinates who are independent, tolerant of ambiguity, competent, identify
with organizational goals.
3. Situation:
o the team has requisite knowledge.
o the team has organizational values and traditions.
o the team works effectively.
4. Time pressure: need for immediate decision under pressure. Mitigates against participation
ADVANTAGES OF THE LEADERSHIP CONTINUUM MODEL
Gives managers a range of choices for involvement
Presents criteria for involvement and delegation
Focuses the decision maker on relevant criteria
Emphasizes employee development and empowerment
LIMITATIONS OF THE LEADERSHIP CONTINUUM MODEL
Involves only the initial step of assigning a task to someone, not the subsequent processes that
may determine the effectiveness of the outcome.
Assumes that the manager has sufficient information to determine the disposition to himself or
to the team.
Assumes "neutral" environment without social bonds or politics