Leadership Continuum

A theory developed by Tannenbaum and Schmidt in 1958, later updated, which places seven different styles of leadership behaviour on a range from autocratic to democratic, although implementation could routinely vary within a work situation depending on the demands and pressures of the situation. The seven styles are:
• Tells. An autocratic approach with the leader using their authority to the maximum extent. For the long-term success of an organisation, this approach would be used very sparingly, primarily where safety critical issues are required, or where new employees are having health and safety issues explained.
• Sells. The leader will explain what is required and the reasons for it, but retains decision making for themselves. Basically, they are selling their idea to justify their actions, which may or may not have the support of others.
• Suggests. Following the making of a decision the leader will ask for feedback, although they won’t change their direction of travel. Employees are given the impression that their opinion counts, but in practice the decision will already have been made. However, this approach does offer the opportunity for a leader to reflect further and to move to the consultative stage.
• Consults. The leader is responsive to changing their decision, assuming well-considered opinions are made by employees. There is now a fairly even balance between leadership authority and employee freedom of decisions making.
• Joins. A collaborative approach to decision making is encouraged, and this is the first stage of the continuum in which the leader has not already made a decision beforehand, but rather stated a problem to be addressed. This approach would suit a well-established and experienced team, although the leader will ultimately be the individual who makes the final decision.
• Delegates. Decision making is undertaken by employees, whilst the leader, who will be accountable for outcomes, may offer general guidance and opinion only. This approach might be used for trusted and very experienced employees or for activities that have relatively low risk outcomes, especially where others are being encouraged to gradually improve their skillset.
• Abdicates. A full democratic approach with the leader letting others decide the best approach to take. Taking a back seat might be suitable for certain activities and for being a leader of senior managers, although care will be needed not to abdicate companywide decisions as this might be seen as a leader becoming detached form the success of the company. Setting appropriate boundaries of decision making can help others to better manage resources within the stated constraints and would be more appropriate than just blanket abdication.