Types of managers according to Tannenbaum-Schmidt

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Often, management models are based on combining leadership styles into several categories and then analyzing them. This helps to get a complete picture of the overall management structure and understand which style is best suited to specific circumstances.

But in real life, everything is, of course, more complicated. The Tannenbaum-Schmidt model offers more effective approaches, which is why it has become widespread.

The Tannebaum-Schmidt leadership styles are argentina mobile phone numbers database a good example of flexible thinking. This continuum covers all existing leadership styles and provides a large number of opportunities to remain within this spectrum.

It is not often that a leader is clearly located at one particular “pole”; usually, depending on the tasks at hand, his personality and experience, he stands somewhere in the middle.

Before we look at the characteristics of the points in the middle of the continuum, we need to understand its extremes. At one end of the spectrum are managers who operate in a direct management style.

This means that the leader acts like a dictator, tells employees what and how to do, and does not allow them to discuss orders. This strategy is usually used when working with young professionals or when it is necessary to meet tight deadlines for completing tasks.

But even the strictest boss usually leaves at least a little room for collaboration and discussion.

The other pole is team leadership. Such leaders are not against cooperation, they encourage employees' ideas, and give them more freedom. This is usually possible in a team of experienced people with extensive knowledge in their field.

But for such trust and freedom the manager must have grounds, and often in everyday life the staff is not allowed to do everything, otherwise anarchy will begin.

Within these extremes, the Tannebaum-Schmidt continuum identifies seven categories used to characterize different leadership styles.

Directive
This style is close to the extreme, since employees always receive direct instructions, and contacts between them and the manager are very limited. This psychological type of manager occurs when the leader lacks trust, which comes with experience in teamwork. Over time, as normal interaction is established, this management method becomes obsolete.

Sale
The management is still direct, but it is a small step up the scale, as some team discussions are possible, and ideas are being "sold". The manager always has the final say, but employees can also contribute and be heard.

Offer
When using this style, the manager's approach to the team becomes softer. Employees understand that they all contribute to the work process through feedback (putting forward suggestions, amendments). To what extent this contribution will be taken into account depends on the experience of the employees and their time working in the team, as well as on the level of trust the manager has in them. This style can mean a lot for increasing the experience of the entire team, because it makes it possible to build a better work system than those discussed above.

Consulting
This type of leadership involves working closely with the team. The comfort of the leader in this position on the continuum depends on his or her confidence that all employees have sufficient experience.

In this case, he can trust them to make decisions independently. This style is already beyond the boundaries of superficial interaction, employees actually gain power over the implementation of the work process. It is clear that for consulting the team must have the appropriate knowledge and experience, but in general this is a great way to introduce all team members to the process.