3D Model of Managerial Behaviour PDF

3D Model of Managerial Behaviour AKA Reddin’s 3-D Leadership styles  3D Model of Managerial Behaviour ‘ 3D Model of Managerial Behaviour ’ is also known as Reddin’s ‘3-D Leadership styles’. Basically, knowing Reddin’s 3-D Leadership styles helps us in...

3D Model of Managerial Behaviour AKA Reddin’s 3-D Leadership styles  3D Model of Managerial Behaviour ‘ 3D Model of Managerial Behaviour ’ is also known as Reddin’s ‘3-D Leadership styles’. Basically, knowing Reddin’s 3-D 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 situations to achieve success.  3D Model of Managerial Behaviour (Contd.) Bill Reddin introduced the model of leadership style containing four basic types, namely High relationship orientation & high task orientation is called as INTEGRATED TYPE High relationship orientation & low task orientation is called as RELATED TYPE Low relationship orientation & high task orientation is called as DEDICATED TYPE Low relationship orientation & low task orientation is called as SEPARATED TYPE By measuring the level of effectiveness of each style, Reddin developed this basic model into eight leadership styles.  The below table shows the Less Effective & More Effective Leadership styles in each basic types Less Effective- Basic types- More Effective Deserter SEPARATED Bureaucratic Missionary RELATED Developer Autocratic DEDICATED BenevolentAutocratic Compromiser INTEGRATED Executive  Eight Managerial Styles EXECUTIVE: A manager who is using a high Task Orientation and a high Relationships Orientation in a situation where such behavior is appropriate and who is, therefore, more effective; perceived as a good motivating force and manager who sets high standards, treats everyone somewhat differently, and prefers team management. COMPROMISER: A manager who is using a high Task Orientation and a high Relationships Orientation in a situation that requires a high orientation to only one or neither and who is, therefore, less effective; perceived as being a poor decision maker, as one who allows various pressures in the situation to influence him too much, and as avoiding or minimizing immediate pressures and problems rather than maximizing long-term production Eight Managerial Styles (Contd.) BENEVOLENT AUTOCRAT: A manager who is using a high Task Orientation and a low Relationships Orientation in a situation where such behavior is appropriate and who is, therefore, more effective; perceived as knowing what he wants and how to get it without creating resentment. AUTOCRAT: A manager who is using a high Task Orientation and a low Relationships Orientation in a situation where such behavior is inappropriate and who is, therefore, less effective; perceived as having no confidence in others, as unpleasant, and as interested only in the immediate task. Eight Managerial Styles (Contd.) DEVELOPER: A manager who is using a high Relationships Orientation and a low Task Orientation in a situation where such behavior is appropriate and who is, therefore, more effective; perceived as having implicit trust in people and as being primarily concerned with developing them as individuals. MISSIONARY: A manager who is using a high Relationships Orientation and a low Task Orientation in a situation where such behavior is inappropriate and who is, therefore, less effective; perceived as being primarily interested in harmony.  Eight Managerial Styles (Contd.) BUREAUCRAT: A manager who is using a low Task Orientation and a low Relationships Orientation in a situation where such behaviour is appropriate and who is, therefore, more effective; perceived as being primarily interested in rules and procedures for their own sake, as wanting to control the situation by their use, and as conscientious. DESERTER: A manager who is using a low Task Orientation and a low Relationships Orientation in a situation where such behavior is inappropriate and who is, therefore, less effective; perceived as uninvolved and passive or negative.