2020 iLEAD e-book
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3-‐D Leadership Model<br />
Professor Bill Reddin made the breakthrough to the next level of practical leadership theories. He developed<br />
the first relatively simple method of measuring what he called “situational demands” –<br />
i.e. the things that dictate how a manager must operate to be most effective. Reddin’s model was based on<br />
the two basic dimensions of leadership identified by the Ohio State studies. He called them Task-orientation<br />
and Relationships -‐orientation. However he introduced what he called a third dimension –<br />
Effectiveness. Effectiveness was what resulted when one used the right style of leadership for the<br />
particular situation.<br />
Reddin identified four major leadership styles on the high effectiveness plane and four corresponding styles<br />
on the low effectiveness plane, effectiveness being where the leadership style matched the demands of the<br />
situation. So a manager who demonstrated a high level of task-‐ orientation and low relationships orientation<br />
where it was the style that was required was called a Benevolent Autocrat while a manager who applied that<br />
style of behaviour where the situation did not call for it was labelled an Autocrat.<br />
The real theoretical breakthrough with Reddin’s 3-‐D model was the idea that one could assess the situation<br />
and identify what behaviour was most appropriate. His model relates the level of managerial effectiveness to<br />
the most appropriate use of each of these styles.<br />
What it means?<br />
Reddin’s four basic management styles result from the different levels of concern for the people and the task.<br />
From these four basic styles, Reddin added a third dimension as a means of measuring managerial<br />
effectiveness. Where the four styles are being used in the most inappropriate way, this is the lowest level of<br />
effectiveness and those occupying these quadrants are labelled as: Missionary, Compromiser, Deserter, and<br />
Autocrat. Where the four styles are being used in the most appropriate way and thus at the highest levels of<br />
effectiveness, Reddin labelled the roles as: Developer, Executive, Bureaucrat, and Benevolent Autocrat.