Question

Like motivation theories, one could spend a great deal of time looking at Leadership Models.

Using the internet and a search engine, learn about each of these and provide a description in a short paragraph.

A. Reddin 3-D Leadership Model

B. Blake and Mouton’s Managerial Grid

C. Likerts Systems of Management

D. Tannenbaum and Schmidt Continuum Theory

Answer 1

Reddin 3D Leadership Model is mainly charted for managers to increase their effectiveness. It includes the structuring of various management skills and patterns for productive results. It is purely a situational leadership style and developed by Bill Reddin who was a British Professor. The 3D model was first created in 1983 as a thesis named Managerial Effectiveness And Style: Individual or Situation. It is an action-oriented work and it derives different leadership styles for several situations and its effectiveness. The special feature of this Reddin style is that there is no particular pattern of style and it will depend upon the choice of a leader in different situations. There are 4 basic models for it. They are:-   1. Related: It is a type of leadership style where the leader is completely associated with the group members and giving much more freedom to them. 2. Integrated: An integrated leader gives importance to two-way communication and its effectiveness. He has to maintain a corporate culture in the group by assuring their true potential.

3. Dedicated: It is a type which entirely focuses on the end result and productivity. They make sure that all the duties are correctly done and maintain their responsibility. 4. Separated: A separated leader must try to correct the deviations from the standard using various policies and formulas rather than communicating directly to the group members.

B. Blake and Mouton's Managerial Grid:
This managerial grid model was introduced by Robert R Blake and Jane Mouton in 1964. This is based on five different leadership styles which were mainly concerned about people and production. It is shown as a graph or grid represented by concern for people on the Y-axis and concern for production in the X-axis. The leadership styles based on this grid are as follows :
a) Impoverished or Indifferent style:
This style gives less concern for both production and people. Here, the leaders or managers are caring about themselves and trying to not to involve in any trouble. They are working for their betterment.
b) Accommodating style:
In this style, the managers give high concern for the people and less concern for production. Managers give high priority for the employees and their comfort and job security which automatically leads to increased performance and also affects production
c) Dictatorial style:
Here the leaders or managers are authoritarian and they are putting more pressure upon employees to increase their performance. Managers will punish them and implement strict rules to achieve company goals.
d) Status quo style:
This is a balanced style running equally based on personal needs and also the company objectives. Managers will consider the needs and wants of employees and also introduce new policies to meet the company's goals and objectives.
e) Sound style:
This style gives high consideration for both employees and production. They believed that both are important and introduce all activities to improve the performance of employees and also production. Thus the employees will feel more committed to the company and thus they work well for the well being of the organization

C. Likert's Systems of Management

This management system discusses powerful leadership theories and organizational dynamics. This system has derived from the employee-manager relationship and focuses on robust interaction between employees.

There are 4 management systems identified by Likert and they are-

• The extremely hierarchical system of management known as explorative authoritative,
• Benevolent Authoritative, where the employees are being motivated through a reward system.
• A consultative system where the team members are being consulted before ending on a decision.
• In a participative system, the lower level employees are satisfied the most and their ideas and problems are freely discussed with the managers.

D. Tannenbaum and Schmidt Continuum Theory
It discusses the freedom-level given by a manager to his/her employees. It is in a manner the relationship between the authority of the manager and how it affects the freedom enjoyed by the team. When the freedom is given is being increased, it results in a decrease of the manager's authority level. It undoubtedly conveys that, the leadership that is being selected is an outcome that is being generated by the influence of some general factors.