Blake and Mouton’s Managerial Leadership GridConcern for production and concern for peopleHorizontal grid (x) represents concern for results, while the vertical grid (y) represents concern for people9-point scale, 9 – high, 1 – lowAuthority-compliance (9,1) – high on task requirements, often leader is controlling, demanding, etc.Country-club management (1,9) – low concern for task, high for people. Agreeable, comforting, etc.Impoverished management (1,1) – low concern for both task and people. Indifferent, apatheticMiddle-of-the road management (5,5) – compromisers Team management (9,9) – determined, likes the work, makes priorities clear.Paternalism/Maternalism – both (1,9) and (9,1), but doesn’t integrate the two. Treats people as if they are disassociated from the taskOpportunism –Any combination of the five styles for the purpose of personal advancement. Shift his/her leadership behaviour and put themselves ahead other priorities. Adaptable and StrategicThis approach doesn’t teach how leaders should behave, but describe major components to their behaviour
Strengths – Marked a major shift in general focus of leadership research, wide range of studies to validate behaviour, it’s heuristic with a broad conceptual map to understand the complexities to leadershipCriticisms – not adequately shown how leader’s behaviour are associated with performance outcome. Failed to find a universal style of leadership that is effective in almost any situation, implies that the most effective leadership style is the high-high style, yet certain scenarios might require a different leadership style.UNIT 5: Situational ApproachLeadership StylesConsist of the behaviour pattern of a person who influences othersDirective Behaviours Help group members accomplish goals by giving directions, establishing goals, setting timelines, and define roles.Involves a one-way communicationof what is to be done and howSupportive BehavioursHelp group members feel comfortable about themselves, their coworkers and the situationInvolves a two-way communication and responses that show social and emotional support to othersDirecting Style: High Directive - Low Supportive (S1)Leader focuses communication on goal achievement and spends less time supporting behavioursUsing this style, a leader give instructions on how goals are to be achieved by thefollowers, then supervises carefullyCoaching Style: High Directive - High Supportive (S2)The leader focuses on both achieving goals and meeting follower’s supportive needs
Require leader to involve themselves with followers by giving input and encouragementSupporting Style: Low Directive - High Supportive (S3)The leader spends less time focusing on goals, and more on using supportive behaviours to bring out follower’s skill around the goal being accomplished.Involves listening, praising, asking for input and giving feedbackDelegating Style: Low Directive - Low Supportive (S4)The leader offers less goal input and social support. Facilitates confidence and
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- Fall '13
- Trait viewpoint