Reddin 3D or Tri-dimensional Grid - Explained
What is the Redding 3D Grid?
If you still have questions or prefer to get help directly from an agent, please submit a request.
We’ll get back to you as soon as possible.
- Marketing, Advertising, Sales & PR
- Accounting, Taxation, and Reporting
- Professionalism & Career Development
Law, Transactions, & Risk Management
Government, Legal System, Administrative Law, & Constitutional Law Legal Disputes - Civil & Criminal Law Agency Law HR, Employment, Labor, & Discrimination Business Entities, Corporate Governance & Ownership Business Transactions, Antitrust, & Securities Law Real Estate, Personal, & Intellectual Property Commercial Law: Contract, Payments, Security Interests, & Bankruptcy Consumer Protection Insurance & Risk Management Immigration Law Environmental Protection Law Inheritance, Estates, and Trusts
- Business Management & Operations
- Economics, Finance, & Analytics
What is the Reddin 3D or Tri-Dimensional Grid?
The Three-Dimensional Grid or 3-D Leadership Model was developed by Professor Bill Reddin as an extension of the managerial grid.
The 3D Grid introduces another dimension, Effectiveness.
Effectiveness concerns the effect when a leader employs a style in a particular situation or context. As such, this model takes into consideration the situational demands for the leader to be most effective.
The grid contains 3 dimensions:
- relationship orientation, and
When is a Leadership Style Effective?
A leadership style is considered to be effective when it meets the demands of the situation. The identified managerial styles include:
- Related - This is characterized by High - Relationship Orientation, Low - Task Orientation. The leader sees the organization as a social system. Personal interaction and the environment is more important than focusing on tasks or trying to make subordinates more productive through corrective actions.
- Integrated - This is characterized by High - Relationship Orientation; High -Task Orientation. This is generally an effective, involved manager. There is high social interaction with subordinates as well as concerted efforts to improve productivity through teamwork and strong communications.
- Separated - This is characterized by Low - Relationship Orientation; Low -Task Orientation. The leader provides policies and procedures and does little to monitor subordinate activity.
- Dedicated - This is characterized by Low - Relationship Orientation; High -Task Orientation. The leader lays down directives and closely monitors the activities and production of employees. The leaders authority is based upon formal power. There is a lack of social interaction.
Back to: BUSINESS MANAGEMENT