According To The Leadership Grid

Blake and Mouton's Managerial Grid

The treatment of task orientation and people orientation equally ii contained dimensions was a major step in leadership studies. Many of the leadership studies conducted in the 1950s at the Academy of Michigan and the Ohio State University focused on these 2 dimensions.

Building on the work of the researchers at these Universities, Robert Blake and Jane Mouton (1960s) proposed a graphic portrayal of leadership styles through a managerial filigree (sometimes called leadership filigree). The grid depicted two dimensions of leader behavior, concern for people (accommodating people'due south needs and giving them priority) on y-axis and concern for production (keeping tight schedules) on x-axis, with each dimension ranging from low (i) to high (9), thus creating 81 different positions in which the leader'south fashion may fall. (See figure 1).

The 5 resulting leadership styles are as follows:

Impoverished Management (ane, 1): Managers with this approach are low on both the dimensions and practise minimum effort to get the piece of work washed from subordinates. The leader has low concern for employee satisfaction and piece of work deadlines and every bit a result disharmony and disorganization prevail within the organisation. The leaders are termed ineffective wherein their action is merely aimed at preserving chore and seniority.
Task management (9, 1): Also chosen dictatorial or perish fashion. Here leaders are more concerned about production and have less business organization for people. The style is based on theory X of McGregor. The employees' needs are non taken care of and they are simply a means to an end. The leader believes that efficiency tin result only through proper system of work systems and through elimination of people wherever possible. Such a style can definitely increase the output of organization in short run just due to the strict policies and procedures, high labour turnover is inevitable.
Middle-of-the-Road (five, 5): This is basically a compromising style wherein the leader tries to maintain a residual between goals of visitor and the needs of people. The leader does not push the boundaries of accomplishment resulting in average functioning for organisation. Here neither employee nor production needs are fully met.
Country Club (1, 9): This is a collegial style characterized by depression task and high people orientation where the leader gives thoughtful attention to the needs of people thus providing them with a friendly and comfortable environment. The leader feels that such a treatment with employees volition pb to self-motivation and volition find people working difficult on their own. Withal, a low focus on tasks can hamper production and lead to questionable results.
Squad Direction (9, 9): Characterized past high people and task focus, the style is based on the theory Y of McGregor and has been termed as nigh effective fashion co-ordinate to Blake and Mouton. The leader feels that empowerment, delivery, trust, and respect are the primal elements in creating a team atmosphere which volition automatically result in high employee satisfaction and production.

Advantages of Blake and Mouton's Managerial Grid

The Managerial or Leadership Grid is used to help managers analyze their own leadership styles through a technique known as grid training. This is washed by administering a questionnaire that helps managers identify how they stand with respect to their concern for production and people. The training is aimed at basically helping leaders reach to the platonic state of 9, 9.

Limitations of Blake and Mouton'south Managerial Grid

The model ignores the importance of internal and external limits, matter and scenario. Also, at that place are some more aspects of leadership that can be covered but are not.

Authorship/Referencing - About the Author(s)

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