The leader maintains a balance between the needs of the people and the production and the leader scores an average mark on both criteria. In this leadership style the ‘ happy medium‘ course is adopted. The leader should not be afraid to show his human side from time to time, however. For instance when unpopular measures are taken like cutbacks or reorganization. Robert Blake and Jane Mouton indicate that there are situations in which this style of leadership is necessary. The leader requires the utmost of the employees and imposes sanctions when they fail to meet the requirements. This leader is authoritative and he exerts disciplinary pressure. As the production is the leader’s focal point of attention, he forgets and neglects the well being of the employees. The leader is completely focused on task-orientation. It will temporarily affect the production but the backlog will be caught up at a later time. The moment an employee has to deal with personal problems the manager’s care and support will be experienced as positive. This leadership style may also be the leader’s conscious choice. The leader wants to understand his employees continuously and wishes to maintain a good relationship with them whatever the cost with the risk that the employees might cut corners and do not pursue the objectives enough. In this style of leadership, leaders just want to be ‘ liked‘ by their employees and they do not want to come across as too authoritarian. Many new leaders orient themselves towards this style with a high concern for people but a low concern for production. When this leadership style is used overly much or continuously, Robert Blake and Jane Mouton recommend to take on a different leadership style. But eventually, this will lead to independence and an improved production. Robert Blake and Jane Mouton indicate however that this style can be a conscious choice.īy giving employees the freedom to solve a specific problem, this will affect the production for a short while. When the leader does not wish to engage with his employees and lets them muddle on, this is a bad leadership style. In this leadership style the leader shows little or no concern for production and little or no concern for the employee. All these styles are subdivided into four quadrants and five basic leadership styles that are given a name and marks: 1.1 Impoverished Management The Blake and Mouton Managerial Grid creates 81 combinations that result in 81 different leadership styles. In the Blake and Mouton Managerial Grid score the criteria ‘ concern for people‘ and ‘ concern for production‘ from 1 (low) to 9 (high). He will stimulate group connection and fully aim at motivational labour conditions and learning processes of his employees. The more emphasis a leader puts on his employees, the more he aims at motivation, guidance and instruction of employees. The more a leader aims at result orientation, the more attention he pays to working methods, work preparation, rules and regulations and the results of the employees. On the horizontal axis, concern for production is represented from low to high. On the vertical axis of the Blake and Mouton Managerial Grid, the concern for people is depicted from low to high. Do you want unlimited and ad-free access? Find out more Managerial Grid : under the microscope
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