SBenegaL

Category: Leadership Grid

  • Leadership Grid 3

    In the last byte, we looked at the leadership grid and understood what each of the points on the grid meant. In today’s byte, we look at how the classification according to this leadership grid varies from the classifications of the earlier studies.

    The leadership varies from the original Ohio State research in two ways –
    1. It has attitudinal overtones that are not present in the original research. (While LBDQ aims to describe behavior, the grid addresses both behavior and attitude of the leader!)
    2. The Ohio state approach is fundamentally descriptive and non-evaluative, whereas the grid is normative and prescriptive.
    The grid assumes that the Team manager (9,9) is the best style of managerial behavior, and, based on identifying the current location on the grid and then potentially train oneself to become the coveted – team manager. Thus, the grid is also prescriptive in nature.

  • Leadership Grid 2

    In the last byte, we looked at the leadership grid. Today’s session we describe the various points on the grid.

    • (5,5) – Organization Man Manager:    A middle of the road manager
    • (9,1) – Authority compliance Manager:     A leader who emphasizes production
    • (1,9) – Country Club Manager:        A leader who creates a happy, comfortable work environment
    • (9,9) – Team Manager:            A leader who builds a highly productive team of committed people
    • (1,1) – Impoverished Manager:         A leader who exerts just enough efforts to get by

    Two new leadership styles have been added to these five:
    • (9+9) – Paternalistic Manager:        A leader who promises reward and threatens punishment
    • (Opp) – Opportunistic Manager:        A leader whose style aims to maximize self-benefit

  • Leadership Grid

    In the last byte, we looked at Michigan Studies. In today’s byte, we extend the discussion on classification and look at the following leadership grid.

    Robert Blake and Jane Mouton’s developed the managerial grid which later was known as Leadership grid, focuses on attitudes of leaders. The two underlying dimensions of the grid are – concern for results, concern for people. 

    The grid could be shown as follows.
     
    We shall describe the various points shown in the next byte.