The document summarizes the Blake Mouton Managerial Grid leadership model. It identifies five leadership styles - Impoverished Management, Country Club Management, Authority-Compliance Management, Middle-of-the-Road Leadership, and Team Leadership - based on varying degrees of concern for production and people on two axes. Team Leadership, with high concern for both production and people, is presented as the most effective style, encouraging teamwork, commitment, and mutual trust to achieve high satisfaction, motivation and results. The document provides guidance on applying the model by identifying one's own style, areas for improvement, and recognizing different styles may be effective depending on the situation.

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2. Introduction
 Developed by Robert R Blake and Jake Mouton In the year 1964
 Leadership grid or Blake mouton managerial grid
 Identifies five different leadership styles
 To evaluate and analyse leaders and managers.
 It plots the degree of task-centeredness versus person-centeredness.
 Concern for production on the x-axis
 Concern for people on the y-axis
 the grid highlights ,how placing too much emphasis in one area at the
expense of the other leads to low overall productivity.
 It critically analyses your own performance and improves your general
leadership skills.
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3. Understanding the Model
The Managerial Grid is based on two behavioural dimensions:
 Concern for People – This is the degree to which a leader considers
the needs of team members, their interests, and areas of personal
development when deciding how best to accomplish a task.
 Concern for Results – This is the degree to which a leader emphasizes
concrete objectives, organizational efficiency and high productivity
when deciding how best to accomplish a task.
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4. The Blake Mouton Managerial Grid
 Using the axis to plot leadership ‘concerns for results’ versus ‘concerns for people’, Blake
and Mouton defined the following five leadership styles:
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5. Impoverished Management – Low Results/Low People
This leader is mostly ineffective. He/she has neither a high regard for creating systems for
getting the job done, nor for creating a work environment that is satisfying and motivating.
The result is place of disorganization, dissatisfaction and disharmony.
 Lazy approach, Minimum exertion for effort
 Manager shows a low concern for both people and production
 They protect themselves by avoiding getting into trouble
 Focus on survival to preserve job and not being held responsible for failures
 Disorganization, dissatisfaction and disharmony due to lack of effective leadership
 Inefficient operations
 Conflict – Neutrality is adopted
 Creativity – No scope
 Commitment – Only for survival
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6. Country Club Management –Low Results/High People
This style of leader is most concerned about the needs and feelings of members of his/her
team. These people operate under the assumption that as long as team members are happy
and secure then they will work hard. What tends to result is a work environment that is very
relaxed and fun but where production suffers due to lack of direction and control.
 One-sided, High concern for people
 Organization will end up to be a friendly atmosphere, but not necessarily very productive
 Assumes that if people are happy and harmonious, production will take care of itself
 Work environment is happy, comfortable, relaxed and friendly
 Production suffers due to lack of direction and control
 Conflict – Usually avoided or Smoothened
 Creativity – Not much scope
 Commitment – For social relations, For retention
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7. Authority-Compliance Management –
High Results/Low People
Also known as Authoritarian or "Produce or Perish" Leaders, people in this category believe that
employees are simply a means to an end. Employee needs are always secondary to the need for efficient
and productive workplaces. This type of leader is very autocratic, has strict work rules, policies, and
procedures, and views punishment as the most effective means to motivate employees. (See also our
article on (Theory X/Theory Y)
 Dictatorial, task - oriented manager
 High concern for production and a low concern for people
 Employee needs are unimportant
 Provides his employees with money and expects performance back
 No allowance for co-operation or collaboration
 Pressures his employees through rules and punishments
 This dictatorial style is based on Theory X of Douglas McGregor
 People are mere tools to meet the ends
 Autocracy, strict rules and procedures, punishment
 High labour turnover is inevitable
 Performance is short-lived
 Conflict – Suppressed
 Creativity – Anti-organizational
 Commitment – Anti-organizational
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8. Middle-of-the-Road Leadership-
Medium Results/Medium People
This style seems to be a balance of the two competing concerns. It may at first appear to be an ideal
compromise. Therein lies the problem, though: When you compromise, you necessarily give away a bit of
each concern, so that neither production nor people needs are fully met.
 Leaders who use this style settle for average performance and often believe that this is the most anyone can expect.
 Middle-of- the-road
 Balance and compromise
 The manager tries to balance between the competing goals of the company and the needs of the workers.
 Medium concern for people
 Medium concern for production
 Traditions and past practices are analyzed for future planning
 No arbitrary risks
 Neither production nor people needs are met
 Conflict – Compromise and bargain
 Creativity and commitment are not given much significance, both are somewhat average
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9. Team Leadership – High Production/High People
According to the Blake Mouton model, this is the best managerial style. These leaders stress production
needs and the needs of the people equally highly. The premise here is that employees understand the
organization's purpose and are involved in determining production needs. When employees are
committed to, and have a stake in the organization’s success, their needs and production needs coincide.
This creates a team environment based on trust and respect, which leads to high satisfaction and
motivation and, as a result, high results. (Theory Y)
 High concern for people and production
 Motivation is high
 Manager encourages teamwork and commitment among employees
 This method relies heavily on making employees feel they are constructive parts of the company
 Based on mutual trust, respect and understanding
 Increased satisfaction, motivation and production
 Based on the propositions of Theory Y of Douglas McGregor
 Conflict - Confronted
 Creativity – High
 Commitment - High
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10. Applying the Blake Mouton Managerial Grid
Being aware of the various approaches is the first step in understanding
and improving how well you perform as a manager.
It is important to understand how you currently operate, so that you can
then identify ways of becoming effective in both areas.
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11. Step One:-
 Identify your leadership style
 Think of some recent situations where you were the leader.
 For each of these situations, place yourself on the grid according to
where you believe you fit.
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12. Step Two:-
 Identify areas of improvement and develop your leadership skills
 Look at your current leadership approach, and think about whether it suits the
context.
 Look at ways that you could improve. Are you settling for ‘middle of the road’
because it is easier than reaching for more?
 Identify ways to get the skills you need to reach the Team Leadership position.
These may include involving others in problem solving or improving how
you communicate with them, if you feel you are too task-oriented. Or it may mean
becoming clearer about scheduling or monitoring project progress if you tend to
focus too much on people.
 Continually monitor your performance and watch for situations where you slip back
into bad old habits.
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13. Step Three:-
 It is important to recognize that the Team Management style isn’t
always the most effective approach in every situation. While the
benefits of democratic and participative leadership are widely
accepted, there are times that call for more attention in one area than
another.
 If your company is in the midst of a merger or some other significant
change, it can be acceptable to place a higher emphasis on people than
on production. Likewise, when faced with an economic hardship or
physical risk, people concerns may be placed on the back burner, for
the short-term at least, to achieve good results and efficiency.
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14. CONCLUSION
 The Blake Mouton Managerial Grid is a practical and useful framework
that helps you think about your leadership style. By plotting ‘concern for
results’ against ‘concern for people’, the grid highlights how placing too
much emphasis in one area at the expense of the other leads to low overall
productivity.
 The model proposes that when both people and results concerns are high,
employee engagement and productivity increases accordingly. This is often
true, and it follows the ideas of Theories X and Y, and other participative
management theories.
 While the grid does not entirely address the complexity of “Which
leadership style is best?”, it certainly provides an excellent starting point for
thinking about your own performance and improving your general
leadership skills.
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15. THANK YOU
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