June 1, 2014

Managerial Style and Managerial Effectivenss

Prof Bill Reddin

3-D Leadership Model

Professor Bill Reddin  developed the first relatively simple method of measuring what he called “situational demands” – i.e. the things that dictate how a manager must operate to be most effective.
Reddin’s model was based on the two basic dimensions of leadership identified by the Ohio State studies: Task-orientation and Relationships-orientation. He introduced a third dimension – Effectiveness. Effectiveness was what resulted when one used the right style of leadership for the particular situation.

Reddin identified four major leadership styles on the high effectiveness plane and four corresponding styles on the low effectiveness plane, effectiveness being where the leadership style matched the demands of the situation.

The real theoretical breakthrough with Reddin’s 3-D model was the idea that one could assess the situation and identify what behaviour was most appropriate. His model relates the level of managerial effectiveness to the most appropriate use of each of these styles.

 Where the four styles are being used in the most inappropriate way, this is the lowest level of effectiveness and those occupying these quadrants are labelled as: Missionary, Compromiser, Deserter, and Autocrat.

Where the four styles are being used in the most appropriate way and thus at the highest levels of effectiveness, Reddin labelled the roles as: Developer, Executive, Bureaucrat, and Benevolent Autocrat.


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