International Economics

1.

The Tannenbaum and Schmidt Continuum of Leadership is one that implies a continuum of potential leadership behaviors, that managers have available to them. The continuum has a varied number of actions directly related, to the amount/type of authority a manager may use, and to the freedom non-managers have available to them in making decisions. Consider the continuum as a left side and right side extreme. Where the extreme right depicts a style whereby control is held by the manager, and the right extreme shows the release of control (non-manager freedom). Though, neither extreme represents an absolute, and the authority and freedom discussed are not completely lacking in limitation.

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managers | Managers present | Manager | non-managers

make | ideas and ask for | gets sugg- | function within

decisions. | suggestions. | estions and | supervisor’s

| | decides. | limit.

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Managers sell Managers make Group decides

Decisions. decisions subject within manager’s

to change. limits.

According to Tannenbaum and Schmidt’s continuum then, both Mr. Dennis and Mr. Eagleton belong closer to the right side of the continuum. However, where Mr. Dennis is to the extreme right, Mr. Eagleton is perhaps one rung ahead of Mr. Dennis. Consider Mr. Dennis’ business practices “he was always concerned with retention……if only he cared as much about the tasks…..but Mr. Dennis seemed only concerned about the welfare of the employees.” Mr. Dennis cultivated a very laissez faire mentality, where the individual employees were responsible for their own operations. In the case of Mr. Eagleton, the situation is such that though his style was “very tight and authoritative,” Mr. Eagleton still expected each Craft Shop employee to “maintain and expand his or her own customer base. This style of management suggests that Eagleton was...