The Managerial Grid Model of Leadership
The managerial grid style of leadership is developed by Robert R Blake and Jane S. Mouton, they developed to explain the leader’s behavior. They categorized leadership in five styles viz. impoverished leadership, country club leadership, task leadership, middle-of-the-road management, and team leadership.
They popularized the Ohio State Studies by restating manager leader’s two major concerns as being for people and production. According to the managerial grid, leaders are most effective when they achieve a high and balanced concern for both people and tasks.
Blake and Mouton argued that a managerial leader’s style is a point on the gird, they have identified five combinations of leadership styles for illustrative purpose, out of 81 possible combinations.
The 5 leadership styles of managerial gird model can be explained as:
1. Impoverished Leadership (1,1)
In an impoverished leadership, there is little concern neither for production nor for people. This is the worst style of leadership. Their attitude towards getting things done and maintaining relations with people are casual. The exertion of minimum effort is required to get work done and sustain the organization’s members.
2. Country Club Leadership (1,9)
Under this style, the leader is primarily concerned about the people and has minimum concern for production. He tries to maintain friendly relations with subordinates to motivate people to work with enthusiasm.
3. Autocratic Task Management (9,1)
The leader is mainly concerned with the production and has little concern for people. He focuses on tasks by planning and controlling the production environment. People’s needs and satisfaction are secondary matters.
4. Middle of The Road Leadership (5,5)
This is the safe style where there is a moderate concern for both production and people. The manager attempts to balance and trade-off concern for work in exchange for a satisfactory level of morale and compromiser.
5. Team Leadership (9,9)
This is the most effective combination. This is practiced by those leaders who achieve high production through effective use of participation and involvement of people. The leader creates a highly encouraging organizational climate of commitment, cooperation, and trust. The leader has maximum concern for both production and people.
The managerial grid is used to assess the leadership styles of men and women prior to training. This style assumes that people can be trained to become 9,9 leaders. It is a technique for organizational development. In reality, extreme positions shown in the grid are rarely found.