Know All about Managerial Grid Model – Blake & Mouton in a Mind Map


Here is my first article on Leadership Theories in a Mind Mapped form. This article explains about Managerial Grid Leadership Model. I attached the document in pdf format for download.

Managerial Grid

Picture in PDF file here Managerial Grid.

Here is the notes with the hierarchical text:

Managerial Grid

  • History
    • Developed by Blake & Mouton
    • Year:1964
    • Grid
      • x-axis
        • Concern for production
        • Scales from 1 to 9
      • y-axis
        • Concern for people
        • Scales from 1 to 9
      • Third axis
        • Was available earlier
        • Motivation
          • Driven by fear
            • Negative
          • Driven by desire
            • Positive
  • Leadership Styles
    • Impoverished or The Indifferent Style (1,1)
      • Low production/Low people
      • Behaviors
        • Evade & Elude

          I distance myself from taking active responsibility for results to avoid getting entangled in problems.

          If forced, I take a passive or supportive position.

          Lazy approach

          Similar to Laissez-faire Leadership Style

      • Result
        • Lack of leadership
        • Dissatisfaction
        • Disharmony
    • Country Club or The Accommodating Style (1,9)
      • Low production/High people
      • Behaviors
        • Yield & Comply
        • I support results that establish and reinforce harmony.
        • I generate enthusiasm by focusing on positive and pleasing aspects of work.
      • Result
        • Happy team members
        • Non-productive
    • Middle-of-the-Road or The status quo style (5,5)
      • Medium production/Medium people
      • Behaviors
        • Balance & Compromise
        • I endorse results that are popular but caution against taking unnecessary risk.
        • I test my opinions with others involved to assure ongoing acceptability.
      • Result
        • Compromise
        • Not so high not so low in both concerns
    • Produce or Perish or The Controlling Style (9,1)
      • High production/Low people
      • Behaviors
        • Direct & Dominate
        • I expect results and take control by clearly stating a course of action.
        • I enforce rules that sustain high results and do not permit deviation
        • Based on McGregor’s Theory X
      • Result
        • Task-oriented
        • Autocratic/Authoritarian Leadership Style
        • Dissatisfaction
        • Conflict
    • Team or The Sound Style (9,9)
      • High production/High people
      • Behaviors
        • Contribute & Commit
        • I initiate team action in a way that invites involvement and commitment.
        • I explore all facts and alternative views to reach a shared understanding of the best solution.
        • Based on McGregor’s Theory Y
      • Result
        • Highly cohesive team
        • High productivity
        • Satisfied & motivated team
    • The opportunistic style OPP (Any 5 positions)
      • Behaviors
        • Exploit & Manipulate
        • I persuade others to support results that offer me private benefit.
        • If they also benefit, that’s even better in gaining support.
        • I rely on whatever approach is needed to secure an advantage.
      • Result
        • High Personal Benefit
    • The paternalistic style PAT (Alternate between (1,9) & (9,1))
      • Behaviors
        • Prescribe & Guide
        • I provide leadership by defining initiatives for myself and others.
        • I offer praise and appreciation for support, and discourage challenges to my thinking.
  • Managerial Grid
    • image
  • Characteristics
    • Similarity
      • McGregor’s Theory X & Y
      • Participative Management
    • Drivers
      • Concern for Production
      • Concern for People
    • Makes behaviors tangible & objective
      • Lists more Leadership Styles between X & Y
    • Classification
      • Behavioral Leadership Model
  • Relationship Skills
    • Skills that affect leadership styles
    • 1. Critique
      • Learning from experience by anticipating and examining how behavior and actions affect
    • 2. Initiative
      • Taking action to exercise shared effort, drive, and support for specific activities
    • 3. Inquiry
      • Questioning, seeking information, and testing for understanding
    • 4. Advocacy
      • Expressing attitudes, opinions, ideas, and convictions
    • 5. Decision-Making
      • Evaluating resources, criteria, and consequences to reach a decision
    • 6. Conflict Resolution
      • Confronting and working through disagreements with others toward resolution
    • 7. Resilience
      • Reacting to problems, setbacks, and failure, and understanding how these factors influence the ability to move forward

    • Application
      • Teams can find which best suits for them
  • Disadvantages
    • Not situational
    • Neglects internal & external constraints
  • Bibliography

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