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This results in too high labor turnover, which will not be suitable for production.Īs the name suggests, this is the leadership style in which the leader maintains a balance between the people’s needs and organizational goals. Such a style of leadership can increase production, but it is a short visioned goal. Increasing the output of production is the only primary concern of the leader. He believes that it is only by the elimination of unwanted people can the organization prosper. The leader believes only in production and does not believe in people. They’re seen merely as a means to an end, or in this case, means for production. Employees are totally ignored, and their needs are not taken care of.
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This style of leadership is entirely based on theory X of Mcgregor. These leaders are more concerned with production and not people. This style is also called as dictatorial styles of leadership. In the case of task management or perish leadership style, the concern for the production is the highest, and concern for people is the lowest. Low on both people and production will result in an unwanted leader both by management and the employees. Their primary objective is to preserve their job and seniority. Such types of leaders are undesirable and termed ineffective as leaders. This results in instability within the organization. This type of leader has very little concern for employee satisfaction as well as work deadlines. They impart minimum exercise or effort to get work done. Managers with this approach are low on both people as well as the production dimension. Impoverished management is the combination of both one and one on the X and Y-axis, respectively. Different points are plotted for different managerial types, which are represented on the grid.įollowing are five different leadership styles which result from this graph: On the X-axis, there is a concern for production right from 1 to 9, 1 being a low concern, and 9 being very high and on the Y-axis is a concern for people starting from 1 to 9, one being low and nine being the highest. The grid is graphically drawn in a 9 x 9 square. Their primary concern here is to increase and improve productivity at any cost.įollowing are five different types of leadership styles as defined by Blake and Mouton: Blake Mouton Managerial Grid when deciding how a task is accomplished best.Ĭoncern for results: concern for results is from leaders who emphasize only on objectives, organizational efficiency, and very high productivity. This model identifies different leadership styles based on the concern of the manager for people and production.Ĭoncern for people: this is the degree to which the leader takes into consideration the needs of his people, areas of development, etc. It is also known as the leadership grid or managerial grid. Blake Mouton Managerial Grid was developed by Robert Blake and Jane Mouton in 1964.