Robert Blake and Jane Mouton proposed the managerial grid model in the 1960s to analyze leadership styles. The grid depicts two dimensions - concern for production and concern for people. Different combinations of high and low scores on these dimensions define five leadership styles: impoverished management, country club management, task management, middle-of-the-road management, and team management. The model is used in grid training to help managers identify their own styles and move towards the ideal of high concern for both production and people. Some criticisms are that the model ignores external factors and there may be additional aspects of leadership not covered.

1. By:
Ana Piña
Mariana Medina
Velia Liévano
Adriana Juárez

3. Dr. Robert R.
Blake
Blake was born in 1918
He studied psychology
at Berea College
Died in 2004

4. Jane Mouton
Jane was born in 1930
(Texas)
She studied pure
mathematics and
physics at the University
ofTexas
Died in 1987

6. Blake and Mouton set out to apply the ideas of
behavioural scientists such as Rensis Likert to the
practice of management.

8.  Blake conducted many
leadership studies at the
University of Michigan
and the Ohio State
University.

9.  At these Universities, Robert Blake and Jane
Mouton (1960s) proposed a graphic portrayal
of leadership styles through a managerial
grid.
 The grid depicted two dimensions of leader
behavior.

10.  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 Production –This is the degree
to which a leader emphasizes concrete
objectives, organizational efficiency and high
productivity when deciding how best to
accomplish a task.

12.  Leader is concerned about
the needs and feelings of
members of his/her team.
 “As long as team members
are happy and secure then
they will work hard”.

13.  “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.

14.  This leader is mostly
ineffective.
 He/she has neither a high
regard for creating systems
for getting the job done.
 The result is a place of
disorganization and
dissatisfaction.

15.  This style seems to be a balance.
 It may at first appear to be an ideal
compromise.
 Leaders who use this style settle for average
performance and often believe that this is the
most anyone can expect.

16. Production
People

17.  These leaders stress production
needs and the needs of the people
equally highly.
 Employees are involved in
understanding organizational
purpose and determining production
needs.
 When employees are committed
to, and have a stake in the
organization’s success, their needs
and production needs coincide.

19.  This model is used to help managers analyze
their own leadership styles through a
technique known as grid training.
 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.

20.  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.

21.  http://www.managementstudyguide.com/blake-mouton-
managerial-grid.htm
 http://www.mindtools.com/pages/article/newLDR_73.htm
 http://www.leadership-and-motivation-training.com/blake-
and-mouton.html