1. Blake and Mouton’s Managerial Grid
A Contemporary Leadership Theory

2. How it came to be…
Treatment of task orientation and people orientation as 2 independent dimensions was the main focus
Started at the University of Michigan and Ohio State University as conducted research in the 1950’s
This model has 2 dimensions: concern for people (accommodating needs and giving them priority) & cocnern for production (keeping tight schedules)
Creates 81 positions between high and low levels of where leaders might fall

3. Leadership Styles
Impoverished Management: exercise minimum effort to get work done, low concern for employee satisfaction and deadlines = disharmony, disorganization, ineffective
Task Management: (dictatorial) More concerned about production and less about people, employee needs’ are not met, increase output, but ends in employee turnover
Middle-of-the-Road: compromising style where leader tries to maintain balance between company goals and needs of people
Country Club: (collegial) low task and high concern for people resulting in a friendly and comfortable environment, leader thinks it will lead to self-motivation but low focus on tasks is common
Team Management: High people and task focus, has been deamed as the most effective style- empowerment, commitment, trust, and respect are key elements in a team atmosphere

4. The Grid

5. Advantages & Disadvantages
Helps managers analyze their own leadership style through the grid
By administering a questionnaire, managers can identify how they stand with respect to their concern for production and people
Can focus on reaching the ideal placement of a (9,9) leader
Model ignores the importance of internal and external limits, matter, and scenario
Doesn’t cover some aspects of leadership that are also out there