Managerial grid - different leadership styles

Managerial grid - recognising different leadership styles and development needs of colleagues

Contents

The Managerial Grid model, Robert Blake and Jane Mouton, 1964, focuses on behavioural leadership. The model distinguishes between five different styles, show below.

1. Impoverished style (Low Production/Low People) o Description: a delegate-and-disappear management style. o Characteristics: there is a low concern for people and production. Her/His main concern is being held responsible for mistakes. o Results in: Disorganisation, dissatisfaction and disharmony.

2. Country Club style (Low Production/High People) o Description: One-sided, thoughtful attention to the needs of employees. o Characteristics: relationship-oriented with a high concern for people, but a low concern for production. Attention is given to the security and comfort of employees, hoping this will increase performance. o The manager is almost incapable of employing more punitive, coercive and legitimate powers, afraid that this could jeopardise relationships. o Results in: A friendly atmosphere, but not necessarily very productive. 3. Produce or Perish style (High Production/Low People) o Description: Authoritarian or compliance leader. o Characteristics: task-oriented manager, autocratic with high concern for production, and a low concern for people. S/He finds employees a means to an end and expects performance back. There is little or no allowance for cooperation or collaboration. S/He pressures employees to achieve organisational goals and is usually very strong on schedules and protocols. They are intolerant of what they see as dissent or deviation (usually seen as non-compliance). o Results in: high output in the short term, much lost through an inevitable high labour anxiety, under confidence and/or turnover.

4. Middle-of-the-road style (Medium Production/Medium People). o Description: The manager tries to balance between the competing goals and the needs of the workers. o Characteristics: The manager gives concern to people and production and believes acceptable performance is the most anyone can do. o Results in: Compromises - performance needs are not fully met.

5. Team style (High Production/High People). o Description: high concern to people and production. Motivation is high. o Characteristics: The manager encourages teamwork and commitment among employees using soft and invisible skills, emphasising making employees feeling a part of the company- a sense of belonging, and involving them in direction setting and decision making. o Results in: Team environment based on trust and respect, which leads to high satisfaction and motivation and, as a result, high effectiveness.