Blake and Mouton Managerial Grid*Task concernsPlans and defines
work to be done.Assigns task responsibilities.Sets clear work
standards.Urges task completion.Monitors performance results.
People concernsActs warm and supportive toward
followers.Develops social rapport with followers.Respects the
feelings of followers.Is sensitive to followers needs.Shows trust
in followers.
The Managerial Grid*
Blake and Mouton Managerial Grid*What are the important
leadership traits and behaviors?Team management.High task concern;
high people concern.Authority-obedience management.High task
concern; low people concern.Country club management.High people
concern; low task concern.Impoverished management.Low task concern;
low people concern.Middle of the road management.Non-committal for
both task concern and people concern.
*
The Managerial Grid*Team management calls for:Management
objectives that are mutually determined, Clarification of
organizational goals in alignment with worker needs, Creative use
of worker talents and skills, Trust, respect and opennessMost
managers espouse this styleFeedback from subordinates often doesnt
support this assumption
Blake and Moutons Grid Theory Causal ChainLeadership
StylesImpoverishedAuthority-complianceCountry clubMiddle of the
roadTeam management (ideal)
Strategies for Success for a team management styleDegree to
which a combined directive and supportive style is used
*
The Managerial Grid*Provides a good framework for training and
an ideal management styleProblemsDoes not explain why behavior
should vary from one situation to anotherTeam management does not
always appear to be idealThe causal chain follows
Blake and MoutonManagerial Grid (1985)
5 Leadership StylesCountry club management Authority
obedienceImpoverished managementOrganizational non-management Team
management
A 9 ,9 management style is described as WORK ACCOMPLISHMENT IS
FROM COMMITTED PEOPLE; INTERDEPENDENCE THROUGH A COMMON STAKE IN
ORGANIZATIONS PURPOSE LEADS TO RELATIONNSHIPS OF TRUST AND
RESPECT.
