Which of these, according to the leadership grid, is a 1,9 management style
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The managerial grid model is a self-assessment tool by which individuals and organizations can help identify a manager's or leader's style. The grid was originally developed by Robert R. Blake and Jane S. Mouton in the 1960s and has evolved in subsequent decades. Show
Blake, a pioneer in organizational dynamics and an American management theoretician, and Mouton, also a management theoretician, focused on the human side of business leadership in the 1950s and 1960s. During their work to improve effective leadership at Exxon, they noted that management behavior worked on axes (i.e., concern for production, concern for people) and moved along a continuum. They went on to create the Managerial Grid theory of leadership styles. They formed Scientific Methods Inc. (now Grid International Inc.) in Austin, Texas, in 1961, and together published the first edition of "The Managerial Grid" in 1964. They consulted for numerous organizations in 40 countries and also developed a global network of consultants. They co-authored more than 40 books and seminars as well as hundreds of articles. The Blake and Mouton Managerial Grid model is created using a horizontal axis and vertical axis that meet at a right angle. "Concern for Production" runs along the horizontal axis on a 9-point scale. A 1, or low concern for production, is placed to the far left of the horizontal line, close to the right angle; a 9, or high concern for production, is located on the far right of the horizontal line. "Concern for People" runs along the vertical axis on a 9-point scale. A 1, or low concern, falls at the bottom of the vertical line, close to the base near the right angle, while a 9, or high concern for people, is placed at the top of this vertical axis. Leadership stylesA manager rated 9,1 possesses a high concern for production but low concern for people and has an "authority-obedience" style. A manager with a 1,9, in contrast, possesses a low concern for production but high concern for people and has a "country club management style." A manager who rates 1,1 (on the grid's lower left quadrant) possesses a low concern for both production and people and has an "impoverished management" style. A 9,9 rating designates a "team management" style and falls in the grid's upper right quadrant. A 5,5 rating falls in the center of the grid and designates an "organization man management" style. Alternative and updated labels are sometimes used in place of these original styles. For example, "indifferent" is sometimes used in place of "impoverished"; "accommodating" in place of "country club"; and "status quo" in place of "middle of the road." Organizations use this tool to assess individual managers and identify their management styles with the aim of helping them build leadership excellence. Individuals can assess themselves using questionnaires asking, for example, how strongly they value accomplishing a task and how much they enjoy challenges and coaching employees. The Blake-Mouton Managerial Grid model is one of several assessment tools, such as the well-known Myers-Briggs Type Indicator personality inventory, that businesses can utilize to evaluate managers and leaders. The managerial grid, which is also known as the leadership grid, can help managers understand their management strengths and shortcomings, an understanding that allows managers and their supervisors and HR partners to identify needed training and support to drive improvement. The managerial grid model was developed by R. R. Blake and J. S. Mouton in the 1960s. It shows five different types of leadership styles in a grid. Let’s understand the managerial grid model;
What Is The Managerial Grid Model of Leadership?The managerial Grid Model of Leadership indicates five basic leadership styles of practicing managers representing various combinations. The Managerial Grid Model helps Managers to analyze their leadership styles through a technique known as grid training. Also, Managers can identify how their concerns for production and people with the Managerial Grid Model. The two dimensions of leadership, viz. concern for people on the ‘vertical’ axis and concern for production on the ‘horizontal’ axis, have been demonstrated by R. R. Blake and J. S. Mouton in the form of the Managerial Grid Model. How Managerial Grid Model Developed?Robert R. Blake and Jane S. Mouton developed the Managerial Grid Model Developed in the 1960s and it has evolved in the following decades. Blake and Mouton’s Managerial Grid Model was one of the most influential management models in the 1960s; it also provided a foundation for even more complex contingency approaches to leadership. Notable amongst these studies are Fiedler’s Contingency model (which considers the match between the manager’s personality and the situation) and Tannenbaum and Schmidt’s Continuum of Leader Behavior (which stresses that the leader understands not only himself but also the other persons in the organization along with the social environment as well. The Managerial Grid Model was the next logical step in evaluating management thinking. Blake and Jane Mouton based the framework of Grid on the sound logic of noted theorists Abraham Maslow and Douglas McGregor. The Grid expanded upon McGregor’s and others’ theories at the time to provide a richer and more complete design between the manager’s concerns for production versus their concern for interpersonal relationships. Although later criticized and subjected to further revision by its creators, the original Managerial Grid Model remains an important model of managerial behavior that continues to be studied and utilized. Blake and Mouton strongly argue that style (9,9) is the most effective management style because it improves productivity and causes high employee satisfaction, low turnover, and absenteeism. It is widely used as a technique of managerial training and for identifying various combinations of leadership styles. Advantages of the Managerial Grid Model
Limitations of the Managerial Grid Model
Two Dimensions of Leadership in Managerial Grid ModelThe managerial Grid Model is based on two behavioral dimensions; concern for people and concern for production. Concern For PeopleThis is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task. Concern For ProductionThis is the degree to which a leader emphasizes concrete objectives, organizational efficiency, and high productivity when deciding how best to accomplish a task. Five Leadership Styles in Managerial GridThey identified 5 basic leadership styles of practicing managers representing various combinations of the two dimensions above, as shown in the following figure; As shown in the figure, 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 five resulting leadership styles are as follows:
(1,9) Country Club Style Leadership High People and Low Production(1,9) Country Club Style Leadership style leader is most concerned about the needs and feelings of his or her team members. In this environment, the relationship-oriented manager has a high concern for people but a low concern for production. He pays much attention to the security and comfort of the employees. He hopes that this will increase performance. He is almost incapable of employing the more punitive, coercive, and legitimate powers. The organization will end up to be a friendly atmosphere but not necessarily very productive. The (1,9) boss mainly uses reward power to preserve discipline and to support his subordinates in accomplishing their goals. Conversely, this manager cannot employ more disciplinary coercive and legitimate powers. This inability results from his fear that using such powers could jeopardize his relationships. This inability results from his fear that using such powers could jeopardize his relationships. Thus, the supervisor seldom attempts to impose his will on others, preferring to accept the ideas of others instead of forcing his own. Employees in this type of work environment go about their day working at their own pace on projects they enjoy and with coworkers to whom they are attracted. (9,1) Produce or Perish Leadership- High Production and Low People(9,1) Produce or Perish Leadership management style is characterized by a concern for production as the only goal. Employees are viewed as obstacles to performance results unless obedience to the manager’s wishes is explicitly granted. In this style, the manager is authoritarian or compliant. A task-oriented manager, he has a high concern for production and a low concern for people. He finds employee needs unimportant and simply a means to an end. He provides his employees with money and expects performance back. There is little or no allowance for cooperation or collaboration. He pressures his employees through rules and punishments to achieve the company’s goals. 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. (1,1) Impoverished Leadership-Low Production and Low People:(1,1) Impoverished Leadership is a delegate-and-disappear management style and a lazy approach. The manager shows a low concern for both people and production. He or she avoids getting into trouble. His main concern is not to be held responsible for any mistakes. Managers use this style to preserve jobs and seniority, protecting themselves by avoiding getting into trouble. This leader is mostly ineffective. 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. The result is a place of disorganization, dissatisfaction, and disharmony. (5,5) Middle-Of-The-Road Leadership-Medium Production and Medium People(5,5) Middle-Of-The-Road Leadership is a kind of realistic medium without ambition. It is a balanced and compromised style. The manager tries to balance the company’s competing goals and the workers’ needs. The manager gives some concern to both people and production, hoping to achieve acceptable performance. He believes this is the most anyone can do. Consequently, compromises occur where neither the production nor the people’s needs are fully met. The supervisor views it as the most practical management technique. It is also an outcome when production and people issues are seen as a conflict. The defining characteristic of this style “is not to seek the best position for both production and people… but to find the position between both, about halfway.” When dealing with subordinates, the (5,5) manager prefers relaxed and shared conversations, allowing him to slay popularly. Group membership is also enjoyed as committees allow’ the supervisor to spread the responsibility for decision-making. (9,9) Team Leadership-High Production and High PeopleIn (9,9) Team Leadership, the manager pays high concern to people and production. Motivation is high. This soft style is based on the propositions of Theory Y by Douglas McGregor. The manager encourages teamwork and commitment among employees. This style emphasizes making employees feel part of the company family and involving them in understanding the organizational purpose and determining production needs. This method relies heavily on making employees feel they are constructive parts of the company. And this will result in a team environment based on trust and respect, which leads to high satisfaction and motivation and, as a result, high production. In a (9,9) system, the manager strives for sound and imaginative opinions, letting others partake in the decision-making process. He is not afraid to use ideas that are divergent from his own but rather focuses on the value of the ideas. Emotions and thoughts are used to solve .problems through teamwork because this supervisor is concerned with arriving only at the best possible solutions. A (9,9)-oriented manager can act sensibly to bring about effective results, maintaining consistency but finding innovative solutions to fit unique problems and unusual circumstances”. Another of the manager’s primary goals in this system is to identify barriers that his subordinates may be encountering and then find a way to remove them. This creates a team environment based on trust and respect, which leads to high satisfaction and motivation and, as a result, high production. What is a 9 9 leadership style?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.
What are the Leadership Grid leadership styles?The Leadership Grid is a model of behavioral leadership developed in the 1960s to measure concern for production against concern for people. The grid identifies five types of leaders: Impoverished, Produce or Perish, Middle of the Road, Country Club, and Team.
Which description best characterizes the 1 9 leadership style on the Managerial Grid?A manager rated 9,1 possesses a high concern for production but low concern for people and has an "authority-obedience" style. A manager with a 1,9, in contrast, possesses a low concern for production but high concern for people and has a "country club management style."
What is the style of coordination 1 1 in Managerial Grid?Impoverished Management (1,1): It is a type of leadership style where the leader directs and divides the tasks, authorities and responsibilities but does not go for a follow up of the plans made. Such a leader has low concern for both the employees and the productivity.
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