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LEADERSHIP GRID
- 1. LEADERSHIP GRID CE 4261 PEÑAFLOR, A; RAMOS, J; BULAY, K.; OLLAGON, A By Rober t Blake and Jane S. Mouton Group 1: 3546 | CE 4261
- 2. PROPONENTS OF THE LEADERSHIP GRID Robert R. Blake Jane Srygley Murton
- 4. COMPONENTS LEADERSHIP GRID also known as Managerial Grid, is the best-known leadership style. The grid contains two famous leadership matrices that initially appeared in the 1960s. It was largely utilized in organizational training and development, despite being refined and changed multiple times.
- 5. The Leadership Grid was created to explain how leaders help organizations achieve their goals by focusing on two leadership orientations or dimensions variables: production and people. Concern for Production ( / tasks and productivity / results) refers to how a leader is concerned with achieving organizational tasks Concern for People people refers to how a leader attends to the people in the organization who are trying to achieve its goals.
- 6. FIVE MAJOR LEADERSHIP STYLES 01 02 03 04 05 Authority-Compliance Management Country-Club Management Impoverished Management Middle-of-the-Road Management Team Management (9,1) Autocratic (1, 9) Content Workforce (1, 1) Why are they leading? (5, 5) Comfortable but ineffective (9, 9) The level we all aspire to !
- 7. 7 Add title text Paternalism/Maternalism Describes a leader who employs 1,9 and 9,1 leadership styles but does not combine them. “Benevolent Dictator” Paternalistic/Maternalistic Manner “Fatherly” or “Motherly” “Family” BEHAVIORS
- 8. Opportunism a leader who employs any combination of the five main leadership styles to advance personally. An opportunistic leader will adapt and modify their leadership conduct to obtain a personal advantage, placing self-interest ahead of other considerations. The Leadership Grid is an example of a practical leadership model based on two key leadership behaviors: task and relationship.
- 10. Support and Challenge Leadership Model Different styles of leadership and its different environments 1 2 3 4 High challenge + low support = Taskmaster leading to stress High Support + low challenge = Counselor that precedes comfort-zone Low challenge + low support = Abdicator causing apathy High challenge + high support = Coach resulting in high-performance
- 11. 03 1 2 Managing Organizational Conflict: A Model for Diagnosis and Intervention Classification of Organization Conflict based on Level of Origin
- 12. STAGNATE too little or no conflict 01 DIVISIVE or too much conflict 02 PPT下载 http://www.1ppt.com/xiazai/ Relationship between Conflict and Organization Effectiveness
- 13. Positive-sum styles Mixed styles . Zero-sum styles Interpersonal Styles of Handling Conflict Integrating = communication + examination –(problem-solving)→ acceptance Obliging = commonalities - differences Dominating = winner’s mindset - ignorance to others Avoiding = failed to satisfy self and others → withdraw/buck- passing/sidestep Compromising = both give up something → mutually acceptable decision CONCERN FOR SELF CONCERN FOR OTHERS
- 14. cooperation (attempting to satisfy the other person’s concerns) and assertiveness (attempting to satisfy one’s own concerns) = assertive + uncooperative = assertive + cooperative = intermediate in both cooperativeness and assertiveness = unassertive + uncooperative = unassertive + cooperative Conflict MODE Instrument
- 15. Thank You ! C E 4 2 6 1 GROUP NO. 1 3546 PEÑAFLOR, ALDRICH | RAMOS, JEBRIL | BULAY, KRISTINE | OLLAGON ALLYSSA