The document discusses two theories of leadership: the Managerial Grid Model and Situational Leadership. The Managerial Grid Model identifies five leadership styles based on concern for production and concern for people. Situational Leadership proposes that effective leaders adapt their style based on the maturity of their followers, using a telling, selling, participating, or delegating approach as appropriate. Both theories emphasize that leadership style should be flexible and dependent on the specific situation or individuals being led.

1. Theories of Leadership
* Managerial Grid Model
* Situational Leadership
By Aliomar Galvao
By Jaehoon Joe

2.  It is a behavioral leadership model (1964).
 Developed by Robert R. Blake and Jane Mouton.
 Identified five different leadership styles.
 Concern for people and concern for production.
 The optimal leadership: Theory Y.
Robert R Blake
And Jane Mounton.
By Aliomar Galvao

3. Concernforpeople
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1 2 3 4 5 6 7 8 9
Concern for production
(1,1)
Impoverished Style
•The indifferent style: evade
and elude.
• Have low concern for both
people and production.
• To preserve job and job
seniority,
• Avoiding getting into
trouble.
• Results in less innovate
decisions.
By Aliomar Galvao

4. Concernforpeople
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1 2 3 4 5 6 7 8 9
Concern for production
(1,1)
Impoverished Style
• The accommodating style:
yield and comply.
• A high concern for people
and a low concern for
production.
• Pay much attention to the
security and comfort of the
employees,
• Hopes will increase
performance.
•Atmosphere is friendly, but
not necessarily productive.
(1,9)
Country Club Style
By Aliomar Galvao

5. Concernforpeople
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1 2 3 4 5 6 7 8 9
Concern for production
(1,1)
Impoverished Style
• The dictatorial style:
control and dominate.
• Employee needs
unimportant.
• Provide employees with
money and expect
performance in return.
• Pressure through rules and
punishments.
• Used in cases of crisis
management.
(1,9)
Country Club Style
(9,1)
Produce or Perish Style
By Aliomar Galvao

6. Concernforpeople
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1 2 3 4 5 6 7 8 9
Concern for production
(1,1)
Impoverished Style
•The status-quo style:
balance and compromise.
• Balance between company
goals and workers' needs.
• Used style hope to achieve
suitable performance.
• but doing so gives away a
bit of each concern so that
neither production nor
people needs are met.
(9,1)
Produce or Perish Style
(5,5)
Middle-of-road Style
(1,9)
Country Club Style
By Aliomar Galvao

7. Concernforpeople
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1 2 3 4 5 6 7 8 9
Concern for production
(1,1)
Impoverished Style
• Team style (9,9): contribute
and commit.
• Paid both to people and
production.
• Encourage teamwork and
commitment among
employees. T
• Making employees feel
themselves to be
constructive parts of the
company
(9,1)
Produce or Perish Style
(5,5)
Middle-of-road Style
(1,9)
Country Club Style
(9,9)
Team Style
By Aliomar Galvao

8. Concernforpeople
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1 2 3 4 5 6 7 8 9
Concern for production
(1,1)
Impoverished Style
(1,9)
Produce or Perish Style
(5,5)
Middle-of-road Style
(9,1)
Country Club Style
•The opportunistic style:
exploit and manipulate.
• Added to the grid theory
before 1999.
• They adopt whichever
behaviour offers the greatest
personal benefit.
(9,9)
Team Style
By Aliomar Galvao

9. Concernforpeople
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1 2 3 4 5 6 7 8 9
Concern for production
(1,1)
Impoverished Style
• The paternalistic style:
prescribe and guide.
• Added to the grid theory
before 1999.
• It was redefined to
alternate between the (1,9)
and (9,1).
• Managers using this style
praise and support.
• Discourage challenges to
their thinking.
(1,9)
Produce or Perish Style
(5,5)
Middle-of-road Style
(9,1)
Country Club Style
(9,9)
Team Style
By Aliomar Galvao

10.  By Jaehoon Joe

11.  In the late 1970s/early 1980s, the
authors both developed their own
models using the situational
leadership theory; Hersey -
Situational Leadership Model and
Blanchard et al.
 By Jaehoon Joe

12.  Hersey and Blanchard characterized
leadership style in terms of the amount
of Task Behaviour and Relationship
Behaviour that the leader provides to
their followers.
Task Behaviour Relationship
Behaviour
 By Jaehoon Joe

13.  S1: Telling - one-way communication
 S2: Selling - two-way communication
,socio-emotional support.
 S3: Participating - shared decision-
making, less task behaviours high and
relationship behaviour.
 S4: Delegating – Responsibilities are
passed to the individual or group.
 By Jaehoon Joe

14.  By Jaehoon Joe

15.  Of these S1-S4, no one style is
considered best applicable for all
leaders to use all the time. Effective
leaders need to be flexible, and
must adapt themselves according to
the situation.
 By Jaehoon Joe

16.  M1 – Maturity at the bottom level
 M2 – Willingness to work, Less skilled
 M3 – Readiness and willingness to help
with the task. more skilled than the M2.
 M4 – Ability to work on their own. high
confidence, commitment and strong
skills.
 By Jaehoon Joe

17.  By Jaehoon Joe

18. Maturity Level Most Appropriate
Leadership Style
M1: Low maturity S1: Telling/directing
M2: Medium maturity, limited skills S2: Selling/coaching
M3: Medium maturity, higher skills S3: Participating/supporting
but lacking confidence
M4: High maturity S4: Delegating
 By Jaehoon Joe

19.  All teams, and all team members,
aren't created equal. Hersey and
Blanchard argue that leaders are more
effective when they use a leadership
style based on the individuals or
groups they're leading.
 By Jaehoon Joe

20. By Aliomar Galvao
By Jaehoon Joe