This model originally identified five different leadership styles based on the concern for people and the concern for production.
The optimal leadership style in this model is based on Theory Y.
The grid theory has continued to evolve and develop. The theory was updated with two additional leadership styles and with a new element, resilience.
In 1999, the grid managerial seminar began using a new text, The Power to Change.
The model is represented as a grid with concern for production as the x-axis and concern for people as the y-axis; each axis ranges from 1 (Low) to 9 (High). The resulting leadership styles are as follows:
The indifferent (previously called impoverished) style (1,1): evade and elude. In this style, managers have low concern for both people and production. Managers use this style to preserve job and job seniority, protecting themselves by avoiding getting into trouble. The main concern for the manager is not to be held responsible for any mistakes, which results in less innovation decisions.
The accommodating (previously, country club) style (1,9): yield and comply. This style has a high concern for people and a low concern for production. Managers using this style pay much attention to the security and comfort of the employees, in hopes that this will increase performance. The resulting atmosphere is usually friendly, but not necessarily very productive.
The dictatorial (previously, produce or perish) style (9,1): in return. Managers using this style also pressure their employees through rules and punishments to achieve the company goals. This dictatorial style is based on Theory X of Douglas McGregor, and is commonly applied by companies on the edge of real or perceived failure. This style is often used in cases of crisis management.
The status quo (previously, middle-of-the-road) style (5,5): balance and compromise. Managers using this style try to balance between company goals and workers' needs. By giving some concern to both people and production, managers who use this style hope to achieve suitable performance but doing so gives away a bit of each concern so that neither production nor people needs are met.
The sound (previously, team) style (9,9): contribute and commit. In this style, high concern is paid both to people and production. As suggested by the propositions of Theory Y, managers choosing to use this style encourage teamwork and commitment among employees. This method relies heavily on making employees feel themselves to be constructive parts of the company.
The opportunistic style: exploit and manipulate. Individuals using this style, which was added to the grid theory before 1999, do not have a fixed location on the grid. They adopt whichever behaviour offers the greatest personal benefit.
The paternalistic style: prescribe and guide. This style was added to the grid theory before 1999. In The Power to Change, it was redefined to alternate between the (1,9) and (9,1) locations on the grid. Managers using this style praise and support, but discourage challenges to their thinking.
Behavioral elementsedit
Grid theory breaks behavior down into seven key elements:[1]
Element
Description
Initiative
Taking action, driving and supporting
Inquiry
Questioning, researching and verifying understanding
^Marc Helmold (2021). New Work, Transformational and Virtual Leadership: Lessons from COVID-19 and Other Crises. Springer Nature. p. 74. ISBN978-3-030-63315-8.
Blake, R.; Mouton, J. (1964). The Managerial Grid: The Key to Leadership Excellence. Houston: Gulf Publishing Co.
Blake, R.; Mouton, J. (1985). The Managerial Grid III: The Key to Leadership Excellence. Houston: Gulf Publishing Co.
McKee, R.; Carlson, B. (1999). The Power to Change. Austin, Texas: Grid International Inc.
January 01, 1970
managerial, grid, model, this, article, includes, list, references, related, reading, external, links, sources, remain, unclear, because, lacks, inline, citations, please, help, improve, this, article, introducing, more, precise, citations, march, 2014, learn,. This article includes a list of references related reading or external links but its sources remain unclear because it lacks inline citations Please help improve this article by introducing more precise citations March 2014 Learn how and when to remove this message The managerial grid model or managerial grid theory 1964 is a style leadership model developed by Robert R Blake and Jane Mouton A graphical representation of the Managerial Grid This model originally identified five different leadership styles based on the concern for people and the concern for production The optimal leadership style in this model is based on Theory Y The grid theory has continued to evolve and develop The theory was updated with two additional leadership styles and with a new element resilience In 1999 the grid managerial seminar began using a new text The Power to Change The model is represented as a grid with concern for production as the x axis and concern for people as the y axis each axis ranges from 1 Low to 9 High The resulting leadership styles are as follows The indifferent previously called impoverished style 1 1 evade and elude In this style managers have low concern for both people and production Managers use this style to preserve job and job seniority protecting themselves by avoiding getting into trouble The main concern for the manager is not to be held responsible for any mistakes which results in less innovation decisions The accommodating previously country club style 1 9 yield and comply This style has a high concern for people and a low concern for production Managers using this style pay much attention to the security and comfort of the employees in hopes that this will increase performance The resulting atmosphere is usually friendly but not necessarily very productive The dictatorial previously produce or perish style 9 1 in return Managers using this style also pressure their employees through rules and punishments to achieve the company goals This dictatorial style is based on Theory X of Douglas McGregor and is commonly applied by companies on the edge of real or perceived failure This style is often used in cases of crisis management The status quo previously middle of the road style 5 5 balance and compromise Managers using this style try to balance between company goals and workers needs By giving some concern to both people and production managers who use this style hope to achieve suitable performance but doing so gives away a bit of each concern so that neither production nor people needs are met The sound previously team style 9 9 contribute and commit In this style high concern is paid both to people and production As suggested by the propositions of Theory Y managers choosing to use this style encourage teamwork and commitment among employees This method relies heavily on making employees feel themselves to be constructive parts of the company The opportunistic style exploit and manipulate Individuals using this style which was added to the grid theory before 1999 do not have a fixed location on the grid They adopt whichever behaviour offers the greatest personal benefit The paternalistic style prescribe and guide This style was added to the grid theory before 1999 In The Power to Change it was redefined to alternate between the 1 9 and 9 1 locations on the grid Managers using this style praise and support but discourage challenges to their thinking Behavioral elements editGrid theory breaks behavior down into seven key elements 1 Element Description Initiative Taking action driving and supporting Inquiry Questioning researching and verifying understanding Advocacy Expressing convictions and championing ideas Decision making Evaluating resources choices and consequences Conflict resolution Confronting and resolving disagreements Resilience Dealing with problems setbacks and failures Critique Delivering objective candid feedbackSee also editBehavior modification Leadership Three levels of leadership modelReferences edit Marc Helmold 2021 New Work Transformational and Virtual Leadership Lessons from COVID 19 and Other Crises Springer Nature p 74 ISBN 978 3 030 63315 8 Blake R Mouton J 1964 The Managerial Grid The Key to Leadership Excellence Houston Gulf Publishing Co Blake R Mouton J 1985 The Managerial Grid III The Key to Leadership Excellence Houston Gulf Publishing Co McKee R Carlson B 1999 The Power to Change Austin Texas Grid International Inc Retrieved from https en wikipedia org w index php title Managerial grid model amp oldid 1189955312, wikipedia, wiki, book, books, library,
