Managerial Grid

History o Developed by Blake & Mouton o Year:1964 o Grid  x-axis  Concern for production  Scales from 1 to 9  y-axis  Concern for people  Scales from 1 to 9  Third axis  Was available earlier  Motivation  Driven by fear  Negative  Driven by desire  Positive Leadership Styles o Impoverished or The Indifferent Style (1,1)  Low production/Low people  Behaviors

Evade & Elude

I distance myself from taking active responsibility for results to avoid getting entangled in problems.

If forced, I take a passive or supportive position.

Lazy approach

Similar to Laissez-faire Leadership Style

Result

 Lack of leadership  Dissatisfaction  Disharmony Country Club or The Accommodating Style (1,9)  Low production/High people  Behaviors  Yield & Comply  I support results that establish and reinforce harmony.  I generate enthusiasm by focusing on positive and pleasing aspects of work.  Result  Happy team members  Non-productive Middle-of-the-Road or The status quo style (5,5)  Medium production/Medium people  Behaviors  Balance & Compromise  I endorse results that are popular but caution against taking unnecessary risk.  I test my opinions with others involved to assure ongoing acceptability.  Result  Compromise  Not so high not so low in both concerns

Produce or Perish or The Controlling Style (9,1)  High production/Low people  Behaviors  Direct & Dominate  I expect results and take control by clearly stating a course of action.  I enforce rules that sustain high results and do not permit deviation  Based on McGregors Theory X  Result  Task-oriented  Autocratic/Authoritarian Leadership Style  Dissatisfaction  Conflict o Team or The Sound Style (9,9)  High production/High people  Behaviors  Contribute & Commit  I initiate team action in a way that invites involvement and commitment.  I explore all facts and alternative views to reach a shared understanding of the best solution.  Based on McGregors Theory Y  Result  Highly cohesive team  High productivity  Satisfied & motivated team o The opportunistic style OPP (Any 5 positions)  Behaviors  Exploit & Manipulate  I persuade others to support results that offer me private benefit.  If they also benefit, thats even better in gaining support.  I rely on whatever approach is needed to secure an advantage.  Result  High Personal Benefit o The paternalistic style PAT (Alternate between (1,9) & (9,1))  Behaviors  Prescribe & Guide  I provide leadership by defining initiatives for myself and others.  I offer praise and appreciation for support, and discourage challenges to my thinking. Managerial Grid o

Characteristics o Similarity  McGregors Theory X & Y  Participative Management o Drivers  Concern for Production  Concern for People o Makes behaviors tangible & objective  Lists more Leadership Styles between X & Y o Classification  Behavioral Leadership Model Relationship Skills o Skills that affect leadership styles o 1. Critique  Learning from experience by anticipating and examining how behavior and actions affect o 2. Initiative  Taking action to exercise shared effort, drive, and support for specific activities o 3. Inquiry  Questioning, seeking information, and testing for understanding o 4. Advocacy  Expressing attitudes, opinions, ideas, and convictions o 5. Decision-Making  Evaluating resources, criteria, and consequences to reach a decision o 6. Conflict Resolution  Confronting and working through disagreements with others toward resolution o 7. Resilience

Reacting to problems, setbacks, and failure, and understanding how these factors influence the ability to move forward

Application  Teams can find which best suits for them Disadvantages o Not situational o Neglects internal & external constraints o