Managerial Grid Model - Also known as Leadership

Grid
Technical Details
Name: Managerial Grid Model, also known as
Leadership Grid
Author: Dr. Robert R. Blake, Dr. Jane Srygley Mouton.
Classification: Behavioural Leadership Model
Year: 1964
Pro's
Measures your performance
Highly used in today's organizations
Allows for self analysis of leadership style
Con's
Minimal empirical data to support its effectiveness
Doesn't take internal or external variables into
consideration
Doesn't take the work environment into consideration
Flawed Self-assessment

Overview
At conception, the managerial grid model was composed
of five different leadership styles. These styles were a
relation between a manager's concern for people, concern
for production and his motivation. The motivation
dimension really provides the underlying motive of the
leader behind a successful leadership style. Thus the
managerial grid model categorizes leaders into one of 81
possible categories. Later, two additional leadership styles
were added as well as the element of resilience.

Leadership /
Management Grid
Leadership Styles Associated with Managerial Grid
The Indifferent or Impoverished (1,1)

These leaders have minimal concern for people and

production. Their priority is to fly under the radar while
they content to seek solutions that won't bring any
negative focus to themselves or their department.
Preserving their employment, position as well as their
seniority is what drives their elusive and evading
behaviors. In short, the indifferent leaders are ineffective
and are sorely lacking in any of the traits that can be
attributed to successful and effective leaders.
Impact on employees:
Employees have a high degree of dissatisfaction
No harmony within the group
High turn over
Impact on organization:
Inefficient operation
The Country Club or Accommodating (1, 9)
These leaders will go above and beyond to ensure that the
needs and desires of his employees are met. 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. These leaders
will have behaviours that will yield and comply with the

needs of their staff. The productivity of the group

however, can suffer from the lack of attention on tasks.
Impact on employees:
Employees are Happy
Good team harmony
Impact on organization:
Low productivity
The Status Quo or Middle-of-the-Road (5, 5)
These leaders balance out the needs of their staff with
those of the organization, while not adequately achieving
either. These leaders will balance and compromise their
decisions, often endorsing the most popular one. They
dedicate minimal efforts towards facilitating the
achievements of their staff or the production results in
average or below average levels.
Impact on employees:
Employees are not really discontent nor are they
happy
Good harmony within the group
Impact on organization:

 Average performance
The Dictatorial or Produce, Perish or Control (9, 1)
Similar to autocratic leader
These leaders focus all of their attention to productionrelated matters and very little towards the needs of their
employees. These leaders will direct and dominate while
holding the belief that efficiency gains can only be
achieved through rigid disciplines especially those that
don't require human interaction. Employees are
considered expendable resources. Productivity is usually
short lived as high employee attrition is unavoidable. The
dictatorial style is inspired by the McGregor X theory.
Impact on employees:
Employees experience a high level of dissatisfaction
High level of conflict within the group
Impact on organization:
High employee turnover
Peak performance is short lived
The Sound or Team (9, 9)
According to Dr. Robert R. Blake and Dr. Jane Srygley
Mouton (and I agree), the sound leader is the most

effective leadership style. These leaders will contribute

and are committed, can motivate and are motivated while
holding the belief that trust, respect, commitment and
employee empowerment are essential for fostering a team
environment where team members are motivated, thus
resulting in maximum employee satisfaction as well as the
most efficient productivity. This sound leadership style is
also inspired by the McGregor Y theory.
Impact on employees:
Employees are forming a highly cohesive team
Employees are satisfied
Employees are motivated and work as a team
Impact on organization:
Low employee turnover
Attracts highly skills employees
Efficient organization
Later additions:
The Opportunistic Style or OPP (Any of the 5
Positions)

These leaders, as the name suggests will seek any

situation that will be of benefit to themselves. They will
adopt any style that will increase the likelihood of
reaching their objective. They will exploit and manipulate
in order to persuade others. Any means is acceptable for
securing personal benefits; gaining support is only a
secondary concern. These leaders are a prime example of
"The end justifies the means."
The Paternalistic Style or PAT: Migrates from (1, 9)
tor (9, 1)
These leaders will guide their employees and define
initiatives for others and themselves. They will praise and
reward employees for good performance. They will,
however, discourage any thinking that is contrary to their
own.
7 Key Behaviors Associated with the Managerial Grid
Model
BEHAVIOR DESCRIPTION
Initiative
Being at the forefront of action.
Seeking and testing information's to further
Inquiry
one's own understanding.
Communicating your opinions and ideas
Advocacy
with convictions.
Decision
Making Identifying possible options and

Conflict
Critique
Resilience

consequences and acting on one.

Resolution Confronting disagreements and
reaching a resolution.
Using previous experience to anticipate
how behaviors have an effect on actions.
Understanding how problems influence the
ability to move forward.