The Managerial Grid Model
The managerial grid model (1964), developed by Robert Blake and Jane Mouton, is a behavioral leadership model. The model is an excellent way to map out different leadership styles, and an excellent way to evaluate the leadership performed by leaders and managers.
This model identifies five different leadership styles based on the concern for people and theconcern for production. It is important to remember that none of the concerns are right or wrong, and the concerns are ideally balanced to the respective situational context of leadership. The model is graphically illustrated at the end of the article. * Concern for People relates to the degree to which a leader considers needs of employees and team members before deciding how to accomplish a task. A high degree of concern could be coupled to a more democratic leadership style, whereas a low concern for people could be coupled to an autocratic leadership style. * Concern for Production relates to the degree to which a leader emphasizes production effectiveness and efficiency when deciding how best to accomplish tasks.
By charting the position in the grid it is possible to diagnose which leadership style is being performed, and to evaluate the appropriateness of the style of leadership.
The five different leadership styles found in the managerial grid are presented below:
Country Club Leadership - High Concern for People/Low Concern for Production
A country club leader is mostly concerned about the needs and feelings of his/her employees or team members. This leader probably supposes that members of the organization will work hard if the feel happy and secure. However, production may suffer under this leadership style, and the effectiveness of the organization may suffer due to a lack of direct supervision and control.
Produce or Perish Leadership - High Concern for Production/Low Concern for People
A produce or perish leader is very concerned about production effectiveness, and probably sees
This model identifies five different leadership styles based on the concern for people and theconcern for production. It is important to remember that none of the concerns are right or wrong, and the concerns are ideally balanced to the respective situational context of leadership. The model is graphically illustrated at the end of the article. * Concern for People relates to the degree to which a leader considers needs of employees and team members before deciding how to accomplish a task. A high degree of concern could be coupled to a more democratic leadership style, whereas a low concern for people could be coupled to an autocratic leadership style. * Concern for Production relates to the degree to which a leader emphasizes production effectiveness and efficiency when deciding how best to accomplish tasks.
By charting the position in the grid it is possible to diagnose which leadership style is being performed, and to evaluate the appropriateness of the style of leadership.
The five different leadership styles found in the managerial grid are presented below:
Country Club Leadership - High Concern for People/Low Concern for Production
A country club leader is mostly concerned about the needs and feelings of his/her employees or team members. This leader probably supposes that members of the organization will work hard if the feel happy and secure. However, production may suffer under this leadership style, and the effectiveness of the organization may suffer due to a lack of direct supervision and control.
Produce or Perish Leadership - High Concern for Production/Low Concern for People
A produce or perish leader is very concerned about production effectiveness, and probably sees