Blake and Mouton Managerial Grid

Scholars and practitioners have created various leadership models that leaders and managers can use in their daily roles and functions.  It is actually an industry in itself where it has been generating content and I assume good profits.  This is a statement how leadership is crucial in organisational life, performance and success.

Robert Blake and Jane Mouton developed a situational leadership model in 1964, the managerial grid.  The grid classifies different leadership styles based on how the leader-manager’s prioritises its concern, whether for his people or for the task/production.

Blake and Mouton define the leadership styles as such:

  1. Authoritarian leader: high task, low relationship
  2. Team leader: high task, high relationship
  3. Country club leader: low task, high relationship
  4. Impoverished leader: low task, low relationship
BlakeMoutonGrid3

Produce or perish. How inspiring.

The model posits that the team leader is the ideal leader, that he or she can develop meaningful relationships and be able to produce highly efficient output.  Though, as a situational leadership model, it does not discount the importance of the other types of leaders.  These may still be effective given certain circumstances.

Leadership styles vary in one’s life stages.  It is part of the process of self-development, as one betters the self, leadership styles change to suit the person and the values one put forward.  I remember before how I was so task-oriented.  It came to the point I became a hindrance to the harmony of organisations, and even causing conflicts among colleagues and friends.

On the other hand, there were also times that I was people-oriented.  I chose to develop relationships than realise the tasks at hand.  The challenge is to constantly aim to integrate the two objectives of organisation performance – maintaining a high standard of output in a warm environment.

Leadership models are good as reference for self-reflection.  These models are leadership archetypes, and that they are products of certain universal characteristics.  These serve as pegs for us to further craft our own leadership style, as we aim to transcend who we are now and maximise our leadership potential.

12 November 2013 | Adelaide, South Australia

Reference:

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2 thoughts on “Blake and Mouton Managerial Grid

  1. Oteng Karikari 11.20.2013 at 9.06 am Reply

    Good piece. Congrats, Boom.

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