You can learn more about these theories in our article,. The context in which you apply your style matters and you might have realized this when mapping your strengths and weaknesses. Task management certainly increases the output of an organization in a very short term and also results in high labour turnover due to rigid procedures and policies. The Grid is not based on enough empirical data to suggest managers who are high on task-orientation and low on people-orientation would end up as dictatorial managers. Do you look to manage your time and that of your employees efficiently, or are you one of those people who tend to procrastinate and keep their work pending till the wee hours? This is done by administering a questionnaire that helps managers identify how they stand with respect to their concern for production and people. Employee needs are always secondary to the need for efficient and productive workplaces.
It is also important to note no one approach is best suite for all situations and mangers should carefully select the appropriate approach depending on the situation on the ground. Five positions on the grid were plotted, representing five differing managerial behaviour patterns. Leader has low concern for employee satisfaction. The cons While the Managerial Grid is generally great for assessment and analysis, you do need to keep a few things in mind. Would you focus on the tasks or perhaps think about the team needs? Neither employee nor production needs are fully met. These leaders will have behaviours that will yield and comply with the needs of their staff. Patty Mulder is an Dutch expert on Management Skills, Time Management, Personal Effectiveness and Business Communication.
This leader is a compromiser who wants to maintain the status quo and avoid any problems. Using this style, a leader appreciates allegiance and admiration from his staff but recognizes that running a successful business does not depend on being liked by your employees. No one leadership style is best for all situations, but it's useful to understand what your natural approach is, so you can develop skills that you may be missing. They will praise and reward employees for good performance. The grid depicted two dimensions of leader behavior, concern for people accommodating peoples needs and giving them priority on y-axis and concern for production keeping tight schedules on x-axis, with each dimension ranging from low 1 to high 9 , thus creating 81 different positions in which the leaders style may fall.
The flow of information is one-sided. I have conducted the assessment and am getting scorers 7 on people and 8 on task and when I plot this, it is giving Team Leader style. It is a very effective style for short-term results even though it usually fails to enthuse the other team members and does not win their willing cooperation. There are times when a 'Country Club' style of leadership has its uses. The model is an excellent way to map out different leadership styles, and to study the leadership style of leaders and managers. There is a high degree of participation and teamwork, which satisfies the basic need of people to be involved and committed to their work.
Here are some important characteristics of an impoverished leader. Conclusion The Blake and Mouton managerial grid seems to indicate that managers should aim for the team leadership style 9;9 combination, which is a goal-centred team approach that seeks to gain optimum results through participation, involvement, commitment and conflict-solving of everyone who can contribute. On the other hand, if you are good at keeping the team engaged, you might find yourself lacking some of the organizational proficiency. The middle-of-the-road managers focus on average performance and production, and that is what they achieve. The situation can be anything — you just had to be the leading and the situations to be a bit different from each other. He does the minimum amount of work required each day to get the job done but has no long-term interest in improving productivity or developing his employees.
It is often applied by companies on the edge of real or perceived failure, such as in. 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. This type of leader is very autocratic, has strict work rules, policies, and procedures, and views punishment as the most effective means to motivate employees. On the other hand, if you have a new team or the team mood has dropped, you might shift to a more people-oriented style just until everyone is feeling more motivated. By plotting 'concern for production' against 'concern for people', the grid highlights how placing too much emphasis in one area at the expense of the other leads to low overall productivity. The premise here is that employees are involved in understanding organisational purpose and determining production needs. They will manipulate and take advantage of others to get what they want.
The Managerial Grid is one of the most enduring Behavioral theories of Leadership that was first propounded in 1965 and is still being used in Leadership and team building training. Leaders who use this style focus so much on their staff that they fail to recognize risks or threats to productivity and miss opportunities to develop new business. Blake and Anne Adams McCanse formerly the Managerial Grid by Robert R. The motivation is evident in the Grid, as it believes people-orientation to be a key way to motivate and control the team — if you give the employees a challenge, they will take it. The 9,1 leader provides strong leadership that usually produces good results. This would be the focus on the objectives, the efficiency of accomplishing them and maintaining high productivity.
He believes this is the most anyone can do. Likewise, when faced with an emergency, an economic hardship, or a physical risk, concerns about people may be put to one side, for the short term at least, to achieve good results and efficiency. This article explains the Blake and Mouton Managerial Grid in a practical way. This article explains the concept of the Managerial Grid and the various styles of leadership as enunciated by the authors Blake and Mouton. 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 leadership style results in low levels of productivity and innovation. The leaders following this leadership style succeed in clinching a lot of respect from his employees who also entrusts and motivates them.
Leadership styles A manager rated 9,1 possesses a high concern for production but low concern for people and has an. This inability results from his fear that using such powers could jeopardize his relationships. And the opportunistic style exploit and manipulate. They adopt whichever behaviour offers the greatest personal benefit. Look at each scenario and your score. The employees needs are not taken care of and they are simply a means to an end. This pattern corresponds to the traditional authority-based style of command and control management style typically found in army and high productivity concentrated organisations.
Such a style can definitely increase the output of organization in short run but due to the strict policies and procedures, high labour turnover is inevitable. Note: Blake and his colleagues added two more leadership styles after Mouton's death in 1987, although neither appears on the grid itself, for the reasons explained below. In the process of pleasing their subordinates, the managers fail to employ proper disciplinary measures, which results in production being hampered. He is almost incapable of employing the more punitive, coercive and legitimate powers. When a leader has built trust and rapport the team members will feel comfortable to offer insights and opinions, even if they are 'bad news'. The organisation will end up to be a friendly atmosphere, but not necessarily very productive.