international business

Topics: Leadership, Management, Problem solving Pages: 6 (1040 words) Published: September 22, 2013
English REFERENCE Reddin's_3-D_Leadership_model_Def
Reddin’s 3-D Leadership model
Basically, knowing these leadership styles helps us in adopting them in different situations. Though there could be one predominant leadership style as a whole for a person, he/she cannot just stick on to a particular leadership style always. Switching between the leadership styles is necessary in different project management situations to achieve success.

Bill Reddin introduced a model of leadership style containing four basic types, namely: 1. High relationship orientation & high task orientation is called as INTEGRATED TYPE. 2. High relationship orientation & low task orientation is called as RELATED TYPE. 3. Low relationship orientation & high task orientation is called as DEDICATED TYPE. 4. Low relationship orientation & low task orientation is called as SEPARATED TYPE. Further, by measuring the level of effectiveness of each style Reddin developed this basic model into eight leadership styles.

The modified model is called “The 3-D Theory of Managerial Effectiveness.” Appropriate styles

Developer

Bureaucrat

Related

Benevolent
Autocrat

Integrated

Separated

Executive

Dedicated

Relationship
oriented

Inappropriate styles

Missionary

Compromiser

Deserter

Autocrat

Task
oriented

Effectiveness

The below table shows the Less Effective & More Effective Leadership styles in each basic types. Less Effective
Deserter
Missionary
Autocratic
Compromiser

Basic types
SEPARATED
RELATED
DEDICATED
INTEGRATED

More Effective
Bureaucratic
Developer
Benevolent Autocratic
Executive

SEPARATED BASIC TYPES
DESERTER:

LESS EFFECTIVE LEADERSHIP STYLE.

This is essentially a hand-off or laisser-faire approach : avoidance of any involvement or intervention which would upset the status; assuming a neutral attitude toward what is going on during the day; looking the other way to avoid enforcing rules; keeping out of the way of both supervisors and subordinates; avoidance of change and planning. The activities undertaken (or initiated) by managers who use this approach tend to be defensive in nature. People who achieve high scores may be adverse to managerial tasks or may have begun to lose interest in such tasks. This does not necessarily mean they are bad managers; they just try to maintain the status quo and avoid “rocking the boat”. BUREUCRATIC:

MORE EFFECTIVE LEADERSHIP STYLE

This is a legalistic and procedural approach: adherence to rules and procedures; acceptance of hierarchy of authority; preference of formal channels of communication. High scorers tend to be systematic. They function at their best in well structured situations where policies are clear, roles are well defined and criteria of performance are objective and universally applied. Because they insist on rational systems, these managers may be seen as autocratic, rigid or fussy. Because of their dependence on rules and procedures, they are hardly distinguished from autocratic managers. RELATED BASIC TYPES

MISSIONARY:

LESS EFFECTIVE LEADERSHIP STYLE.

This is an affective (supportive) approach. It emphasizes congeniality and positive climate in the work place. High scorers are sensitive to subordinates’ personal needs and concerns. They try to keep people happy by giving the most they can. Supportive behavior represents the positive component of this style. It has, however, a defensive counterpart. They may avoid or smooth over conflict, feel uncomfortable enforcing controls and find difficulty denying requests or making candid appraisals. DEVELOPER:

MORE EFFECTIVE LEADERSHIP STYLE

This is the objective counterpart of the missionary style. Objective in a sense that concern for people is expressed professionally: subordinates are allowed to participate in decision making and are given opportunities to express their views and to develop their potential. Their contribution is recognized and attention is given...
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