Leadership Grid
The Leadership Grid is a model of behavioral leadership developed in the 1960s by Robert Blake and Jane Mouton. Previously known as the Managerial Grid, the Leadership Grid is based on two behavioral dimensions: concern for production, which is plotted on the X-axis on a scale from one to nine points; and concern for people, which is plotted on a similar scale along the Y-axis.The model identified five leadership styles by their relative positions on the grid. The first number in the examples below reflects a leader's concern for production; the second number is a leader's concern for people.
Definition
The Leadership Grid, developed by Robert Blake and Jane Mouton in the 1960s, is a behavioral leadership model. Previously known as the Managerial Grid, it is based on two behavioral dimensions: concern for production and concern for people.
Origin
The Leadership Grid model was developed in the 1960s by Robert Blake and Jane Mouton to help managers understand and improve their leadership styles. The model identifies five leadership styles based on their relative positions on the grid, helping managers choose the most appropriate leadership approach in different situations.
Categories and Characteristics
The Leadership Grid model is based on two dimensions: concern for production (X-axis) and concern for people (Y-axis), each scored from 1 to 9. Based on the combination of these two dimensions, the model identifies five main leadership styles:
- Impoverished Management (1,1): Low concern for both production and people, typically resulting in a passive and uninvolved leadership style.
- Task Management (9,1): High concern for production but low concern for people, emphasizing task completion and efficiency.
- Country Club Management (1,9): High concern for people but low concern for production, emphasizing employee satisfaction and work environment.
- Middle-of-the-Road Management (5,5): Moderate concern for both production and people, attempting to balance the two.
- Team Management (9,9): High concern for both production and people, emphasizing teamwork and high productivity.
Specific Cases
Case 1: A newly appointed CEO of a company adopts Team Management (9,9) by establishing cross-departmental teams and regular team-building activities, successfully enhancing employee job satisfaction and company productivity.
Case 2: A production manager in a manufacturing firm adopts Task Management (9,1) by implementing strict production schedules and performance evaluation systems, significantly increasing production line efficiency but reducing employee job satisfaction.
Common Questions
Question 1: How to choose the appropriate leadership style?
Answer: Choosing the appropriate leadership style depends on the specific situation and team needs. The Leadership Grid model provides a framework to help managers make more informed decisions in different contexts.
Question 2: Is the Leadership Grid model applicable to all industries?
Answer: The Leadership Grid model has broad applicability, but it needs to be adjusted based on industry characteristics and specific circumstances in practical application.
