Continuum model

Continuum model
Robert Tannenbaum and warren schmidt put forward a continuum model that classifies leaders on the basis of their personal trait with the extreme points of model being tells(use of authority by leaders) and participates(freedom for subordinates)

approaches on the Tannenbaum and Schmidt Continuum

The Leader Tells. This approach is typified when a leader says: "The problem I face is.. I want you to..." This is the autocratic style of leadership. While unfashionable today, it is often needed when teams are new, inexperienced, or weak. As the team gain in cohesion and commitment, it becomes less and less appropriate

 The Leader Sells. This approach is typified when a leader says: "The problem I face is.. I want you to... because..." In the selling approach, it's still the leader in the driving seat but there is the need to get others to understand why they are doing what he or she wants The Leader Tests. This approach is typified when a leader says: "The problem I face is.. I want you to... What do you think...?" Notice now how the leader explains the problem, comes up with an idea but checks it out with the team. If they're not ready for more responsibility, they'll go along with what the boss wants; if they are ready, then he or she leaves the door open for them to discuss their thoughts.

 . The Leader Consults. This approach is typified when a leader says: "The problem we face is.. What ideas do you have for solving it...?" Notice now how the leader drops the word "I" in exchange for the word "we". Notice also how he or she no longer feels the need to have an answer ready. The leader is effectively inviting the team to problemsolve with him or her. The Leader Joins. This approach is typified when a leader says: "What is the problem we face? How can we solve it? Any ideas?" Now comes a turningpoint. The leader no longer owns the problem and solution alone. By asking the team to consider the problem as well as the solution, he or she is nudging them into outright ownership themselves.

 The Leader Delegates. This approach is typified when a leader says: "Problems keep cropping up... Can you see what's going on, come up with some ideas and get back to me..." Now the leader knows that there are problems in certain areas of the job but, in moving from the word "we" to the word "you", gives the team the green light to find answers. The decision may still be the leader's but the team can have a high level of influence over the final outcome. The Leader Abdicates. This approach is typified when a leader says: "Sort out any problems that crop up. I'm here if you need me but only if you really need me." Here the language of the leader is coded. What he or she is really saying to the team is that they have full responsibility for identifying, analysing, and resolving the problem but accountability still rests with the leader.