Team Leadership (high production / high people): This category of behavior represents “the pinnacle of managerial style” on the managerial grid (Borowa & Darwish, 2007, p.
The leader who relies upon this style is exercising dissonant leadership and can “leave employees feeling pushed too hard by the leader’s relentless demands” (Goleman, Boyatzis & McKee, 2002, p. This style is plotted at 9, 1 on the managerial grid.
Task Management Leadership (high production / low people):.
While this style may seem ideal at first, it does ultimately ensure that neither the needs of people or productivity are ever fully realized.
Middle-of-the-Road Leadership (medium production / medium people): Employment of this style represents a compromise between the needs of people and production.
Organizational efficiency and effectiveness may suffer long-term and morale may decline due to a lack of clear direction and purpose.
Country Club Leadership (low production / high people): This leadership style is primarily concerned with the feelings and needs of people and is plotted at 1, 9 on the managerial grid.
These leaders are often burned out, fearful (or otherwise incapable) of making decisions or suffering from a severely deficient morale. The impoverished leader is highly ineffective.
Impoverished Leadership (low production / low people): This style represents a low concern for production and people and is plotted at 1, 1 on the managerial grid.
Based upon this spectrum of ratings, Blake and Mouton characterized five distinct managerial leadership behaviors. A score of one represents the lowest amount of concern and nine represents the highest bias for the respective axis measured. Dimensions are plotted at whole number intervals. The x-axis represents concern for productivity and the y-axis for people. Through their creation of the managerial grid, Blake and Mouton devised an instrument, which allows managers to plot the strength of their decision-making biases relative to these dimensions on a simple x-y axis grid. The premise of this theory involves two dimensions systemic in all organizations: people and productivity. Finally, we will identify some of the challenges that may present themselves when referencing this theory within the context of a global marketplace.īlake and Mouton’s Managerial Grid was originally developed in 1962 as an organizational development model (Thomas, 2006, p. Secondly, the feasibility of employing this theory in today’s workplace will be briefly explored. First, an explanation of Blake and Mouton’s Managerial Grid will provide the reader with insight regarding the intent and mechanics behind the theory. AbstractThis brief document endeavors to deliver upon three objectives.
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