The managerial grid model is a behavioral
leadership model developed by Robert R. Blake
and Jane Mouton in 1964
3 basic issues to work upon in an organization –
Production, People, Boss-Subordinate Relationship
This model identified five different leadership
styles based on the concern for people in y-axis
and the concern for production in x-axis.
Dr. Robert R.
Blake was born in 1918
Jane was born in 1930 (Texas)
He studied psychology at Berea
She studied pure mathematics
and physics at the University of
Died in 2004
Died in 1987
5 major managerial positions
IMPOVERISED LEADERSIP STYLE (1,1)
TASK MANAGEMENT STYLE(9,1)
MIDDLE OF THE ROAD (5,5)
1.Impoverished Management (1,1)
Low concern for both production and people
Minimum exertion for effort
Focus on survival
Focus on not being held responsible for failures
Results in disorganization, dissatisfaction and
2. Task management (9, 1)
Here leaders are more concerned about production and
have less concern for people
The style is based on Theory X of McGregor. The
leader believes that efficiency can result only through
proper organization of work systems and through
elimination of people wherever possible.
increase the output of organization in short run but due
to the strict policies and procedures, high labor
turnover is inevitable.
3. Middle-of-the-Road (5, 5)
Leader tries to maintain a balance between goals of
company and the needs of people.
No arbitrary risks
Neither production nor people needs are met
4. Country Club (1, 9)
High concern for people
Assumes that if people are happy and
harmonious, production will take care of itself
Work environment is happy, comfortable, relaxed and
Production suffers due to lack of direction and control
5. Team Management (9, 9)
High concern for both production and people
Based on mutual trust, respect and understanding
People are made to believe they are constructive parts
of the organization
They have a say in the organization
Increased satisfaction, motivation and production
This model is used to help managers analyze their own
leadership styles through a technique known as grid
This is done by administering a questionnaire that
helps managers identify how they stand with respect to
their concern for production and people.
The training is aimed at basically helping leaders reach
to the ideal state of 9, 9.
The model ignores the importance of internal and
external limits, matter and scenario.
Also, there are some more aspects of leadership that
can be covered but are not.
Each style can be appropriate, neutral or
inappropriate, depending upon the situation.
Essential for every manager to determine his
managerial style because the output he gets is
always proportional to the style that is applied by