Is Leadership is about Control?

The Tannenbaum and Schmidt Continuum is a simple model which shows the relationship between the level of freedom that a manager chooses to give to a team, and the level of authority used by the manager. As the team's freedom is increased, so the manager's authority decreases. This also links with "How Team Develop" - to some extent the four different styles relate to different stages in a teams development.

Tannenbaum and Schmidt recognised that in an interaction between a leader and his or her team there is a trade-off between the control exercised by the leader and the control exercised by the team. No one ever has 100 per cent control, because even if a leader gives a direct order, the team members retain control over, for example, how enthusiastically they obey the order. They highlight four distinct leadership styles, labelled telling, selling, consulting and participation.

1. Tell: Manager makes decision and announces it

An autocratic style in which the leader gives specific instructions and monitors staff closely is most useful when the team cannot tackle the task unaided, is unwilling, new or suffered a previous leader who allowed standards to deteriorate. It is the style most people accept in a crisis.

• Be clear and precise about standards, performance targets and expectations;
• Give detailed instructions;
• Monitor key performance indicators closely;
• Use frequent feedback to modify behaviour;
• Help people over learning problems while being firm about standards.

2. Sell: Manager makes decision and then "sells" decision

A persuasive style, in which the leader gives clear direction and supervises closely but also explains decisions, encourages suggestions and supports progress. It is most useful when motivation is lacking. It is also the best style where a task is non-negotiable but where the team's motivation is vital to achieve the results required.

• Develop team skills, monitoring how those skills are implemented;
• Spend time with each individual addressing standards, skills and motivation;
• Monitor closely and be directive to keep performance to agreed standards;
• Listen to the team's feelings but stand your ground in relation to the goal;
• Reward positive behaviour.

3. Consult: Manager presents ideas and invites questions

Manager presents tentative decision subject to change

Manager presents problem, get suggestions, makes decision

This is a collaborative style in which the leader discusses the task and listens to the team's ideas, taking them into account as he or she makes the key decisions. It is most useful when the team has sufficient skills and competence to make a contribution but where the leader feels a need to retain control. That need can result from an imbalance between the team's competence and the risk involved in the task.

• Focus on morale and team spirit;
• Encourage participation, straight comment and feedback.
• Specify objectives but let the team discuss how to achieve them;
• Explain fully, and encourage 'buy-in' to major decisions while minimising directives and suggestions from yourself, except in exceptional circumstances.

4. Participate: Manager defines limits; asks group to make decision

Manager permits subordinate to function within limits defined by superior

A facilitating style in which the leader allows the team maximum responsibility, this is most useful when the team is competent and has a positive attitude towards the task. You can let them get on with it and use this style as an important part of their development.

• Act as a resource that the team can call on when needed;
• Delegate increased responsibilities;
• Allow team members to manage themselves once you have agreed clear objectives - allow them to administer day-to-day monitoring and control;
• Represent the team to others, when necessary tackling anything that interferes with their performance.

Which style do you prefer when making decisions as a leader?

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