They consider themselves as important and adapt to any style they feel will bring a personal benefit for them. Opportunistic managementĪs the name suggests, opportunistic management is for the managers who are putting themselves and their needs first. In 1987, he came up with two more styles that never appeared on the grid. Two additional stylesīlake continued to develop the model even after Mouton’s death. However, this being an ideal scenario, not every leader can achieve it. This results in higher employee satisfaction and increased production levels. There is trust, respect, commitment, and empowerment on behalf of a leader, which will help him to create a perfect team atmosphere. Ideally, this is the most effective style of leadership which every leader should strive to achieve. There is a very high focus on people and tasks, which is classified as theory Y off McGregor. In this type of leadership, the concern for people and concern for production is at the highest, thereby resulting in a 9.9. The results of this leadership style, however, are questionable. The leader believes that people will work hard on their own, and they would not require someone hovering over their head with the whip. There is a lot of belief in the self-motivation of their employees. The leader believes that such a management style will motivate employees, and people will work hard on their own. Focus is given to people to make them comfortable in a friendly working environment. However, similar attention is not provided to the tasks of the organization in achieving the goals.
The people-orientation is on a high level, and the leader gives very thoughtful attention to the people’s needs. Country club (1:9)Ī very low focus on productivity characterizes this type of leadership but a very high focus on people. Neither the organization nor the people are delighted with this type of leadership. Therefore, neither production goals nor people’s goals are fulfilled completely.
#Blake mouton managerial grid most optimal full#
The organization is never able to achieve its full potential under such leadership. However, in such cases, neither the organization nor the people are pushed to their limits. It is tried that employees are kept happy as well as production is kept balanced. Both are given equal importance so that neither should suffer. Middle of the road (5:5)Īs the name suggests, this is the leadership style in which the leader maintains a balance between the people’s needs and organizational goals. This results in too high labor turnover, which will not be suitable for production. Such a style of leadership can increase production, but it is a short visioned goal. Increasing the output of production is the only primary concern of the leader. He believes that it is only by the elimination of unwanted people can the organization prosper. The leader believes only in production and does not believe in people. They’re seen merely as a means to an end, or in this case, means for production. Employees are totally ignored, and their needs are not taken care of. This style of leadership is entirely based on theory X of Mcgregor. These leaders are more concerned with production and not people. This style is also called as dictatorial styles of leadership. In the case of task management or perish leadership style, the concern for the production is the highest, and concern for people is the lowest.
Low on both people and production will result in an unwanted leader both by management and the employees. Their primary objective is to preserve their job and seniority. Such types of leaders are undesirable and termed ineffective as leaders.
This results in instability within the organization. This type of leader has very little concern for employee satisfaction as well as work deadlines. They impart minimum exercise or effort to get work done. Managers with this approach are low on both people as well as the production dimension. Impoverished management is the combination of both one and one on the X and Y-axis, respectively. Different points are plotted for different managerial types, which are represented on the grid.įollowing are five different leadership styles which result from this graph: 1. On the X-axis, there is a concern for production right from 1 to 9, 1 being a low concern, and 9 being very high and on the Y-axis is a concern for people starting from 1 to 9, one being low and nine being the highest. The grid is graphically drawn in a 9 x 9 square. Disadvantages of Blake Mouton Managerial Grid.Advantages of Blake Mouton Managerial Grid.Application of Blake Mouton Managerial Grid.
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