The Blake and Mouton Managerial Grid is a tool developed by Robert R. Blake and Jane S. Mouton in the 1960s to help managers understand and improve their leadership style. It is based on the premise that there are two key dimensions of leadership behavior: concern for people and concern for production. By plotting these two dimensions on a grid, it is possible to identify five different leadership styles, each with its own strengths and weaknesses.
The first style, identified as "impoverished," is characterized by low concern for both people and production. This style is not effective, as it leads to low levels of both employee satisfaction and productivity.
The second style is the "authoritative" style, which is high in concern for production but low in concern for people. While this style may be effective in getting things done, it can lead to high levels of employee dissatisfaction and turnover.
The third style is the "affiliative" style, which is high in concern for people but low in concern for production. This style can be effective in building team cohesion and morale, but may not be as effective in achieving results.
The fourth style is the "democratic" style, which is high in concern for both people and production. This style involves involving employees in decision-making and is often effective in both improving employee satisfaction and productivity.
The fifth and final style is the "coaching" style, which is intermediate in concern for both people and production. This style involves developing and supporting employees in order to improve their skills and performance.
Overall, the Blake and Mouton Managerial Grid provides a useful framework for understanding and improving leadership behavior. By recognizing the strengths and weaknesses of different styles, managers can identify areas for improvement and develop a leadership style that is both effective and supportive of their team.
Blake and Mouton Managerial Grid
These managers do not have a fixed location on the grid and use different management styles depending on their interpretation of what is likely to result in the maximum personal benefit. When people are committed to both their organisation and a good leader, their personal needs and production needs overlap. For example, if your team completes hazardous tasks like running heavy equipment or working with corrosive substances you might consider managing your team with a more authoritative approach to ensure strict adherence to protocols. This concern includes setting clear goals, monitoring progress, and taking corrective action when necessary. Do you agree with your results? At least once a month we deliver a free, online learning session as part of our goals as a community interest company. What is Managerial Grid theory? Employees are encouraged and motivated to reach their goals.
Blake Mouton Managerial Grid
However, for the first day or two, we were more concerned about how people felt, and helping them move through the emotional impact the fire had had, than on clean-up and production. Nothing is achieved and no one is happy. The ideal management type may not apply to all organizations. This is neither an inspiring, nor developmental approach to management and can only be effective where the team itself can meet the leadership deficits it leaves behind. She remained there until 1964 in research and teaching roles. This leader's low interest in the work and the work environment results in disorganized work, dissatisfied employees and a lack of harmony.
Robert Blake & Jane Mouton: Managerial Grid
This indicates the production concern by the manager and the concern for the people. This concern includes providing support, offering coaching and feedback, and showing appreciation. It generally leads to higher productivity in the short run; but, long-run productivity may be lower based upon subordinate turnover. She doesn't want to overwork employees. But the wash must get done - and on-time. However, you should also think about enhancing the way you lead your team, delegate tasks and projects to them, and hold them accountable for the work they complete.
