MANAGERIAL/LEADERSHIP GRID (BLAKE & MOUTON)

Question 1

Generell

Answer 1

• New style approach which focuses on the behavior of a leader
• > how should he act?
• 2 orientations for the leader:

a) concern for production -> task-oriented leadership
b) concern for people -> human side, how leader attends to feelings, motivation

Question 2

Middle of the Road Management (5,5)

Answer 2

• Leader: expedient, prefers middle ground, balanced
• Maintains the equilibrium to receive an outcome
• Avoiding conflicts by balancing personal needs and work productivity

Question 3

Team Management (9,9)

Answer 3

• Participative leadership: Leader makes priorities clear and acts with determination
• Gets issues into the open, enjoys work
• Succeeds through followers’ commitment and consulting between leader and followers
• Seeks intrinsic motivation and develops trust and respect

Question 4

Country Club Management (1,9)

Answer 4

• Leader: agreeable, eager to help, comforting, uncontroversial
• Producing an atmosphere (family feeling) -> not about results but service
• e.g. sailing clubs, boat clubs

Question 5

Impoverished Management (1,1)

Answer 5

• Leader: uninvolved, withdrawn, indifferent, resigned, apathetic
• Little contact with followers, not looking for commitment
• e.g. external investors, big firm not caring about smaller subsidiaries

Question 6

Authority Compliance (9,1)

Answer 6

• Leader: controlling, demanding, hard driving & Result-driven style
• Sees followers as a tool to get job done
• e.g. Factories in Bangladesh

Question 7

Strengths & Weaknesses of the Grid

Answer 7

Pros

• Approach for behaviors
• Wide range of studies validate approach
• Way to understand leadership process
• Differentiation of tasks/relationships
• Leaders can assess their actions

Cons

• Not focused on performance outcomes
• Only descriptive
• Fails to find universal leadership style
• Implies that high-high is most effective