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1. 2017­5­1 Managerial Grid Model ­ Also known as Leadership Grid
http://www.leadership­central.com/managerial­grid.html#axzz4foee2hSO 1/7
Managerial Grid Model ­
Also known as
Leadership Grid
Technical Details
Name: Managerial Grid Model, also known as Leadership
Grid
Author: Dr. Robert R. Blake, Dr. Jane Srygley Mouton.
Classification: Behavioural Leadership Model
Year: 1964
Pro's
Measures your performance
Highly used in today's organizations
Allows for self analysis of leadership style
Con's
Minimal empirical data to support its effectiveness
Doesn't take internal or external variables into
consideration
Doesn't take the work environment into
consideration
Flawed Self­assessment
Overview
At conception, the managerial grid model was composed
of five different leadership styles. These styles were a
relation between a manager's concern for people,
concern for production and his motivation. The
motivation dimension really provides the underlying
motive of the leader behind a successful leadership style.
Thus the managerial grid model categorizes leaders into
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one of 81 possible categories. Later, two additional
leadership styles were added as well as the element of
resilience.
Leadership / Management Grid
Leadership Styles Associated with
Managerial Grid
The Indifferent or Impoverished (1,1)
These leaders have minimal concern for people and
production. Their priority is to fly under the radar while
they content to seek solutions that won't bring any
negative focus to themselves or their department.
Preserving their employment, position as well as their
seniority is what drives their elusive and evading
behaviors. In short, the indifferent leaders are ineffective
and are sorely lacking in any of the traits that can be
attributed to successful and effective leaders.
Impact on employees:
Employees have a high degree of
dissatisfaction
No harmony within the group
High turn over
Impact on organization:
Inefficient operation
The Country Club or Accommodating (1,
9)
These leaders will go above and beyond to ensure that
the needs and desires of his employees are met. These
leaders are making the assumption that their staff will
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3. 2017­5­1 Managerial Grid Model ­ Also known as Leadership Grid
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yield maximum results as they are likely to be self­
motivated when they are lead in such environment.
These leaders will have behaviours that will yield and
comply with the needs of their staff. The productivity of
the group however, can suffer from the lack of attention
on tasks.
Impact on employees:
Employees are Happy
Good team harmony
Impact on organization:
Low productivity
The Status Quo or Middle­of­the­Road (5, 5)
These leaders balance out the needs of their staff with
those of the organization, while not adequately achieving
either. These leaders will balance and compromise their
decisions, often endorsing the most popular one. They
dedicate minimal efforts towards facilitating the
achievements of their staff or the production results in
average or below average levels.
Impact on employees:
Employees are not really discontent nor are
they happy
Good harmony within the group
Impact on organization:
Average performance
The Dictatorial or Produce, Perish or
Control (9, 1) Similar to autocratic leader
These leaders focus all of their attention to production­
related matters and very little towards the needs of their
employees. These leaders will direct and dominate while
holding the belief that efficiency gains can only be
achieved through rigid disciplines especially those that
don't require human interaction. Employees are
considered expendable resources. Productivity is usually
short lived as high employee attrition is unavoidable.
The dictatorial style is inspired by the McGregor X
theory.
Impact on employees:
Employees experience a high level of
dissatisfaction
High level of conflict within the group
Impact on organization:

4. 2017­5­1 Managerial Grid Model ­ Also known as Leadership Grid
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High employee turnover
Peak performance is short lived
The Sound or Team (9, 9)
According to Dr. Robert R. Blake and Dr. Jane Srygley
Mouton (and I agree), the sound leader is the most
effective leadership style. These leaders will contribute
and are committed, can motivate and are motivated
while holding the belief that trust, respect, commitment
and employee empowerment are essential for fostering a
team environment where team members are motivated,
thus resulting in maximum employee satisfaction as well
as the most efficient productivity. This sound leadership
style is also inspired by the McGregor Y theory.
Impact on employees:
Employees are forming a highly cohesive
team
Employees are satisfied
Employees are motivated and work as a team
Impact on organization:
Low employee turnover
Attracts highly skills employees
Efficient organization
Later additions:
The Opportunistic Style or OPP (Any of the
5 Positions)
These leaders, as the name suggests will seek any
situation that will be of benefit to themselves. They will
adopt any style that will increase the likelihood of
reaching their objective. They will exploit and
manipulate in order to persuade others. Any means is
acceptable for securing personal benefits; gaining
support is only a secondary concern. These leaders are a
prime example of "The end justifies the means."
The Paternalistic Style or PAT: Migrates
from (1, 9) tor (9, 1)
These leaders will guide their employees and define
initiatives for others and themselves. They will praise
and reward employees for good performance. They will,
however, discourage any thinking that is contrary to their
own.
7 Key Behaviors Associated with the
Managerial Grid Model

5. 2017­5­1 Managerial Grid Model ­ Also known as Leadership Grid
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BEHAVIOR DESCRIPTION
Initiative Being at the forefront of action.
Inquiry
Seeking and testing information's to
further one's own understanding.
Advocacy
Communicating your opinions and ideas
with convictions.
Decision
Making Identifying possible options and
consequences and acting on one.
Conflict
Resolution Confronting disagreements and
reaching a resolution.
Critique
Using previous experience to anticipate
how behaviors have an effect on actions.
Resilience
Understanding how problems influence
the ability to move forward.
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New! Comments
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12 Comments Sort by
Milan Jurkulak ·
IT Developer / Android programmer at Self­employed
There are self­psycho­analyse test made by
psychologist to get information about which type you
are.
I have been on it at 2006.
There are not really important, a information, which
type you are basically, cause different environment
needs, are not equal. Therefore only the company and
their environment can choose a type of leader they
need.
But minority report of this psycho­analyse is how You
act in team, what is more important information, as
how You can lead a team.
See nice movie about:
https://www.youtube.com/watch?v=k3zDhuTBEIY
Like · Reply · Mar 3, 2017 10:35am
Benjamin Agbadi ·
Technical Head at GEN Maintenance Dept.
9,9 is a good leadership style to be adopted because it
deals with maximization, minimization and
effectiveness for organization and above all, the
concern for employees total job satisfaction.
Like · Reply · Mar 29, 2016 4:39pm
Newest
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7. 2017­5­1 Managerial Grid Model ­ Also known as Leadership Grid
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Syed Badruddin Qadri ·
Houston, Texas
The idea is to achieve the maximum level of success.
Blake and Moutan have shown 5 styles of leadership.
The best appears to be the 9.9 style. In this style
maximum accent is on pushing the people to the
extreme end. But is it achievable? If the 5.5 style is
adopted then the desired result is still not achievable.
Therefore the leader has to set the priority. The idea is
to motivate people to work. A leader who can prepare
the staff for best outcome is the most successful
manager or the administrator.
Like · Reply · 3 · Oct 13, 2015 9:25pm
Andrew Lewis ·
Works at Retired
I think that the 1.1 and the 9.1 are the two to
avoid. I've worked in both those regime's and
both are as bad as one another. Good
manners, good communication and a clear set
of priority's is the basics I require as an
employee.
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