The Blake and Mouton Managerial Grid Model
The Blake and Mouton Managerial Grid Model was developed by Robert Blake and Jane Mouton in the 1960s. It is a behavioral leadership model that primarily focuses on the concern for people and concern for production. This model helps to identify the leadership style of an individual and suggests certain methods in which an individual may be able to enhance their approach to leadership. The ideology of this model is that the focus of a successful leader should be in two directions; people and production.
The Grid model suggests that when a leader’s focus is more on the production aspect, they are more likely to be a task achiever, whereas if the focus is on the people-centered aspect, they are likely to be a motivator-type leader. This model provides a framework for managers to assess and develop their leadership skills and apply the right leadership style depending upon the situation and environment. The two axes of the model are labeled concern for production” and “concern for people”. The vertical axis shows the degree of concern for people and the horizontal axis shows the degree of concern for production. Both of these axes have five levels that signify different levels of leadership each, ranging from 1 to 5.
The model is designed to help managers identify their current leadership style, prioritize their different objectives and take necessary steps to improve their style if needed. At the core of this model is the importance of strategic thinking, of striving for balance between concern for people and for production, and for considering the needs of both parties. This makes the model suitable for all types of organizations, from small businesses to large multinationals.
The five types of leadership styles in this model are as follows:
1. Impoverished Management (1,1): This involves managers who are more concerned with production than people. They are often concerned with their own comfort and disregard the welfare of team members.
2. Exploitive-Authoritative (5,1): These managers place a strong emphasis on production while neglecting the human resources element. In such a case, the team members are often micro-managed and treated as means to an end.
3. Country Club Management (1,5): The emphasis here is heavily on people-centric approach. Such managers value relationship and popular opinion over efficiency.
4. Produce or Perish Management (5,5): This leadership style involves a balanced approach to production and people. Managers are focused on both aspects and goal-oriented.
5. Middle-of-the-Road Management (3,3): Such leaders have a moderate approach to both production and people. The risk here is that managers can become too neutral and not provide clear direction.
The Blake and Mouton Managerial Grid Model is a useful tool for managers to understand their own leadership style, recognize the different core elements of a successful approach and take necessary steps for improvement. It is also useful in identifying the right type of leader for any given role and organization. This model has been used extensively by corporations, business schools and management consultants to analyze and develop successful leadership strategies. If managers are aware of the different aspects of the model, they are more likely to be able to recognize and make effective use of the framework.
