I promised it's coming. And here it is. Let's start looking at some of the ideas that underpin my approach to effective day to day leadership. And it all starts with an article written in the Harvard Business Review. In 1958, Robert Tannenbaum and Warren Schmidt published one of the most widely read and reprinted articles in the Harvard Business Review. And in it, they set out seven different styles of leadership in what they call a leadership continuum, which takes leadership from authoritative and controlling at one end to fairly laissez faire and relaxed leadership at the other.

These seven if you like leadership styles, were emblematic of a continuous spectrum. Leadership continuum. But by creating seven different leadership styles, they did two things. Firstly, they showed us how many different points there might be on that spectrum. But secondly, they gave us a bit of a mouthful, who can remember seven different leadership styles in the workplace. So I'll take you through those seven leadership styles.

And then later on in a later lecture, I'm going to simplify it massively to make it easy for you to remember everyday when you need it. So the most authoritarian leadership style is simple. The manager makes a decision and they announce it to the team. They tell them what they're going to do. This is controlling, it's authoritarian, and it rarely works in the day to day workplace. But of course there are times when it's necessary.

The next step Where the manager makes the decision, but then sells it to the team. They do this through influence and persuasion. They rely on their own credibility and the trust they built up with the team. They also rely on getting across the strength of their argument. The third level is when the manager presents their decision and invites questions. They'll take challenge, but only with the intent of clarifying for their team.

But it's at the fourth level, where the decision is somewhat tentative. They'll invite challenge and questioning and be prepared at the end of the process to modify their decision at Tannenbaum, Schmidt's fifth level. The manager doesn't present the decision they present the problem, and they invite ideas and suggestions out of which they form a solution. And make their decision. And at the sixth level, now the manager presents the problem and invites the team to solve it, and to form a decision within some predefined parameters. It's only at the seventh most lace a fair level, that the manager presents the problem and invites the team to find its own solution without constraint.

So there we have it, seven levels. As I said before, we're going to simplify those to make it easier to remember, but this is the core principle that we're working to. But how do you decide which level we'll look at that in the next video