Tannenbaum and Schmidt's Leadership Model
Tannenbaum and Schmidt's Leadership Model
Leadership styles are not one-size-fits-all. The choice of leadership style to be used depends on the context in which leaders find themselves. The context comprises three parts: the leaders, the followers, and the current circumstances that affect them.
Leadership styles vary across a wide continuum.
Leadership styles can be seen as a continuum, ranging from the "Total control leadership style" to the "Loose leadership style". The former involves the leader making all decisions, while the latter involves delegating decisions to subordinates. However, there are situations that call for a blend of the two styles, depending on the followers' skills, knowledge, experience, and personalities.
Followers vary across a wide continuum.
Followers also vary along a continuum, with some being hardworking, educated, intelligent, honest, cooperative, and sensible, while others are not. In selecting the appropriate leadership style, leaders need to consider the followers' qualities and tailor their approach accordingly.
Situations also vary across a wide continuum.
Moreover, situations also vary along a continuum, and the same person may require different leadership styles in different contexts. For instance, a highly educated and intelligent person may still require a different leadership approach in a different setting.
Leaders must be flexible and be able to adapt to the situation at hand. They need to be aware of the context, including the followers' qualities and the current circumstances, and choose the appropriate blend of leadership styles.
The many blends of Control and Loose leadership styles have been classified into five concepts:
- Tells - Where the followers are told exactly what to do and how to do it, which is total control leadership style
- Sells - Where followers are told what to do and the reasons why, and an attempt is made to have followers understand what they are doing.
- Consults - Where followers are invited to contribute their opinions and may affect the leadership decisions.
- Shares - Where leaders and followers work together collaboratively to jointly make decisions.
- Delegate - Where followers are left alone by leaders to act in accordance with their best judgement, which is loose leadership style
Good leaders adapt themselves to the situation.
Good leaders have the ability to adapt themselves to the situation they find themselves in. They possess a keen awareness of the circumstances that surround them, and they take into consideration their followers' skills, knowledge, experience, and personalities when selecting the appropriate leadership style.
Effective leaders understand that different situations require different leadership styles. They have a toolbox of leadership styles and techniques, and they are skilled at selecting the right tool for the right job. By doing so, they can create a positive environment that inspires their team to achieve the desired results.
Moreover, good leaders are able to seamlessly switch between different leadership styles depending on the circumstances and the qualities of the people facing them. They know when to be directive and when to be supportive, when to give autonomy and when to be hands-on.
They also understand that leadership is not a one-time event, but an ongoing process. They constantly evaluate the effectiveness of their leadership style and make changes as necessary to achieve their goals.
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In summary, good leaders possess the ability to adapt themselves to the situation, select the appropriate leadership style, and seamlessly switch between different styles as needed. They create a positive environment that inspires their team to achieve the best results from their team and lead them to success, and they are committed to continuous improvement.
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Definition: Tannenbaum and Schmidt Leadership Model
The Tannenbaum and Schmidt Leadership Model is a management guide that lists five ways a leader can act, from giving full orders to giving full freedom. It links each choice to the leader, the team and the situation, and shows how power moves from leader to team as you move along the scale. The model asks leaders to slide to the style that best fits the moment.
Show CG4D Definition
- Places five leadership actions-tell, sell, consult, share, delegate-on one control-to-freedom scale
- Links the best action to leader traits, follower traits and the current situation
- Requires leaders to move up or down the scale as needs change
- Shows decision power shifts from leader to follower as you move right
Article Summary
Great leaders read the moment, scan their people and pick the spot on the tell-sell-consult-share-delegate scale that fits. The Tannenbaum and Schmidt model turns this into a clear guide: slide your style to match task, team and time and watch results rise.
Frequently Asked Questions
Here are some questions that frequently get asked about this topic during our training sessions.
What is the Tannenbaum and Schmidt leadership model?
How does the tell sell consult share delegate scale work?
When should a leader use the tell style?
Why might a leader move from consult to share?
How do follower traits affect style choice?
Can the same person need different styles at different times?
What mindset helps a leader switch styles well?
Thought of something that's not been answered? Ask Us Today!
Did You Know: Key Statistics
A 2024 CMI survey of 2,000 UK workers found that 78% said team output rose when their boss changed style to fit the task. Gallup’s 2023 State of the Workplace report shows teams whose managers ask staff for input see 21% higher profit than teams led by command-only bosses.About the Author: Chris Farmer
Chris Farmer is the founder of the Corporate Coach Group and has many years' experience in training leaders and managers, in both the public and private sectors, to achieve their organisational goals, especially during tough economic times. He is also well aware of the disciplines and problems associated with running a business.
Over the years, Chris has designed and delivered thousands of training programmes and has coached and motivated many management teams, groups and individuals. His training programmes are both structured and clear, designed to help delegates organise their thinking and, wherever necessary, to improve their techniques and skills.
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