Strengths of the Managerial Grid. The results of the survey showed that the two main behaviors were consideration and initiating structure. An example of this is an experienced manager who shows commitment to their employees but does not depend on being well liked by them. Motivation is a much bigger influence than may. Two researchers, Robert Blake and Jane Mouton, 1985 created a short questionnaire that asked leaders how they approached tasks and people. He hopes that this will increase performance.
In an effective leadership situation, the leader is a social architect whose leadership style is analysis and design. He finds employee needs unimportant and simply a means to an end. This suggests that leaders that are more focused on task, or product, are less focused on the process or the relationship they have with their followers. This style emphasizes making employees feel part of the company-family and involving them in understanding the organizational purpose and determining production needs. Such leaders exhibit lack of concern for the result of the assigned task or interpersonal relationship. There are times when an 'Authoritative' style of leadership is appropriate.
She is very concerned about how employees feel. Like most, they mean well, however this is where traits and skills come into play. In studying style approach, you must separate the two dominant behaviors. Since the primary role of a leader is to get the tasks done through the people, leaders have to focus on the productivity of the employees along with maintaining good relationship with them. The supervisor views it as the most practical management technique. Are there leaders who use both these styles simultaneously? What would you do if tasks start to fall behind and the plan is off track? They encourage the team to reach goals as effectively as possible, while also working tirelessly to strengthen the bonds among the various members. He later went on to earn his Ph.
With little interest in motivating or satisfying the team, the results are almost always unorganized, lack agreement and have no satisfaction. The leadership grid was designed to explain how leaders help organizations to reach their purposes through two factors: concern for production and concern for people. These leaders are making the assumption that their staff will yield maximum results as they are likely to be self-motivated when they are lead in such environment. This parallels the task and process leadership behaviors. Blake and Jane Mouton based the framework of Grid on the sound logic of noted theorists Abraham Maslow and Douglas McGregor.
Team Management — High Production and High People Team management is the most effective leadership style and has a leader who shows passion in their work. The examination of this leadership approach is to determine which mix of the two behaviors will bring out the best in the followers. While in an ineffective leadership situation, the leader is a pushover, whose leadership style is abdication and fraud. With my dog by my side and my thoughts running I suddenly had an epiphany that had me chuckling and my dog questioning my sanity. The four leadership behaviors are discussed in more detail below. He or she has neither a high regard for creating systems for getting the job done nor for creating a work environment that is satisfying and motivating.
On the other hand, leaders who have strong personal traits would focus on building trust, delegating responsibilities and thereby bringing meaning to their work and motivating them. What does this mean for you? They are intolerant of what they see as dissent it may just be someone's creativity. Symbolic Framework - Symbolic leaders view organizations as a stage or theater to play certain roles and give impressions, use symbols to capture attention, frame experience by providing plausible interpretations of experiences, and discover and communicate a vision. However, humans are far from being two dimensional in their behaviors, hence, you have to learn more than the model, but the model is a great place to start. This inability results from his fear that using such powers could jeopardize his relationships.
Decision Making Identifying possible options and consequences and acting on one. Resilience Understanding how problems influence the ability to move forward. How it works: The style approach will remind leaders that their actions towards others occur on a task level and a relationship level. In 1951 she earned a Master of Science Degree in Psychology from Florida State University. News about Managerial Grid Blake Mouton News about Managerial Grid Model Videos about Managerial Grid Blake Mouton Videos about Managerial Grid Model Presentations about Managerial Grid Blake Mouton Presentations about Managerial Grid Model Books about Managerial Grid Blake Mouton Books about Managerial Grid Model More about Managerial Grid Blake Mouton More about Managerial Grid Model Compare with the Managerial Grid: Return to Management Hub: More Special Interest Group Leader You here? Note that according to Blake and Mouton there is also a third axis: , measured from negative driven by fear to positive driven by desire.
This soft style is based on the propositions of Theory Y of Douglas McGregor. He does not give compliments or offer assistance to employees. Retrieved October 19, 2016, from Kostik, Z. This leader's high interest in the needs and feelings of employees affects productivity. Thus, the supervisor seldom attempts to impose his will onto other people, preferring to accept the ideas of others instead of forcing his own.