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journal article The Managerial Grid as a Predictor of Conflict Resolution Method and Managerial EffectivenessAdministrative Science Quarterly Vol. 21, No. 1 (Mar., 1976) , pp. 84-92 (9 pages) Published By: Sage Publications, Inc. https://doi.org/10.2307/2391879 https://www.jstor.org/stable/2391879 Read and download Log in through your school or library Alternate access options For independent researchers Read Online Read 100 articles/month free Subscribe to JPASS Unlimited reading + 10 downloads Purchase article $41.50 - Download now and later Abstract The relation between ratings of leadership effectiveness and conflict resolution methods was investigated in a large midwestern manufacturing firm. Hypotheses based upon Blake and Mouton's (1964) managerial grid were tested and were not supported by the data. Results indicated that grid placement was a poor predictor of either perceived managerial effectiveness or conflict resolution methods employed. The need for further empirical support is suggested. Journal Information Founded in 1956 by James Thompson, the Administrative Science Quarterly is a peer-reviewed, interdisciplinary journal publishing theoretical and empirical work that advances the study of organizational behavior and theory. ASQ publishes articles that contribute to organization theory from a number of disciplines, including organizational behavior and theory, sociology, psychology and social psychology, strategic management, economics, public administration, and industrial relations. ASQ publishes both qualitative and quantitative work, as well as purely theoretical papers. Theoretical perspectives and topics in ASQ range from micro to macro, from lab experiments in psychology to work on nation-states. An occasional feature is the "ASQ Forum," an essay on a special topic with invited commentaries. Thoughtful reviews of books relevant to organization studies and management theory are a regular feature. Special issues have explored qualitative methods, organizational culture, the utilization of organizational research, the distribution of rewards in organizations, and critical perspectives on organizational control. Publisher Information Sara Miller McCune founded SAGE Publishing in 1965 to support the dissemination of usable knowledge and educate a global community. SAGE is a leading international provider of innovative, high-quality content publishing more than 900 journals and over 800 new books each year, spanning a wide range of subject areas. A growing selection of library products includes archives, data, case studies and video. SAGE remains majority owned by our founder and after her lifetime will become owned by a charitable trust that secures the company’s continued independence. Principal offices are located in Los Angeles, London, New Delhi, Singapore, Washington DC and Melbourne. www.sagepublishing.com What Is a Leadership Grid?The Leadership Grid is a model of behavioral leadership developed in the 1960s by Robert Blake and Jane Mouton. Previously known as the Managerial Grid, the Leadership Grid is based on two behavioral dimensions: concern for production, which is plotted on the X-axis on a scale from one to nine points; and concern for people, which is plotted on a similar scale along the Y-axis. The model identified five leadership styles by their relative positions on the grid. The first number in the examples below reflects a leader's concern for production; the second, a leader's concern for people.
Key Takeaways
Understanding the Leadership GridThe Leadership Grid demonstrates that placing an undue emphasis on one area, while overlooking the other, stifles productivity. The model proposes that the Team leadership style, which displays a high degree of concern for both production and people, may boost employee productivity. Some of the perceived benefits of using the Leadership Grid include its ability to measure performance as well as the ability to perform a self-analysis of your own leadership style. Businesses and organizations continue to use the grid. There are some perceived limitations to the Leadership Grid, however. For example, it may offer a flawed self-assessment, due in part to its use of minimal empirical data to support the effectiveness of the grid. The model also does not take into account a variety of factors, such as the work environment and internal or external variables that may be factors. Types of Behaviors Found on the Leadership GridThe Impoverished or Indifferent leadership style in the model refers to the style that shows little regard for the team or overall production. Such leaders' efforts and concerns are more centered on self-preservation, which includes not allowing any actions to blowback on them. The Produce or Perish leadership style focuses solely on production with a Draconian disregard for the needs of the workers on the team. The leader who follows this path may see high attrition rates due to their need for control and neglect of the team's needs. The Middle of the Road leadership approach offers a balance of speaking to the team’s needs as well as the organization’s production needs, but neither aspect is adequately fulfilled in the process. This may lead to average and below average results in team performance and satisfaction. Someone with a Country Club leadership style sees the team’s needs first and foremost over everything else. The assumption by the leader is that happiness within the team will naturally lead to improved productivity; however, there is no guarantee. The Team approach is considered to be the most effective form of leadership, according to the Leadership Grid's creators. The leader shows a commitment to staff empowerment as well as toward increasing productivity. By encouraging the workers to operate as a team, the belief is they will be motivated to accomplish more. What is considered to be the ideal managerial style on the managerial grid?Team Management – High Production/High People
According to the Blake Mouton model, Team Management is the most effective leadership style. It reflects a leader who is passionate about their work and who does the best they can for the people they work with.
What are the two dimensions on Blake and Mouton's managerial grid?The Managerial Grid model says that leaders can be categorized based on how focused they are across two different dimensions: concern for production (completing tasks) and concern for people (supporting individuals).
Which of the following describes the leadership style in which a leader tends to centralize authority?In Autocratic style of leadership the leader centralizes his authority and keeps decision making with himself and very limited participation by subordinates of the group.
Which of the following leadership styles describes a leader who provides little direction or support?Delegative Leadership (Laissez-Faire)
Delegative leaders offer little or no guidance to group members and leave the decision-making up to group members. While this style can be useful in situations involving highly qualified experts, it often leads to poorly defined roles and a lack of motivation.
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Research evidence on the managerial grid supports which of the following statements?
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