What is Leadership Grid?
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The Leadership Grid is a model of behavioral leadership developed in the 1960s by Robert Blake and Jane Mouton. Previously known as the Managerial Grid, the Leadership Grid is based on two behavioral dimensions: concern for production, which is plotted on the X-axis on a scale from one to nine points; and concern for people, which is plotted on a similar scale along the Y-axis.The model identified five leadership styles by their relative positions on the grid. The first number in the examples below reflects a leader's concern for production; the second number is a leader's concern for people.
Definition
The Leadership Grid is a behavioral leadership model developed by Robert Blake and Jane Mouton in the 1960s. Formerly known as the Managerial Grid, it is based on two behavioral dimensions: concern for production and concern for people. The model identifies five leadership styles based on their relative positions on the grid.
Origin
The Leadership Grid originated in the 1960s, developed by Robert Blake and Jane Mouton. The model was created to help organizations understand and assess leaders' behavioral tendencies in terms of production and interpersonal relationships.
Categories and Features
The Leadership Grid model defines leadership styles through two dimensions: concern for production (X-axis) and concern for people (Y-axis), each scored from 1 to 9. Based on these dimensions, the model identifies five main leadership styles: 1.1 (Impoverished), 9.1 (Task), 1.9 (Country Club), 5.5 (Middle-of-the-Road), and 9.9 (Team). Each style balances production efficiency and employee satisfaction differently.
Case Studies
In the 1980s, General Electric (GE) under Jack Welch adopted a 9.1 style, focusing on production and efficiency, which enhanced the company's competitiveness in the global market. Conversely, Google in its early stages adopted a 9.9 style, emphasizing teamwork and innovation, fostering employee creativity and company culture.
Common Issues
Investors applying the Leadership Grid might encounter issues such as misunderstanding the flexibility of leadership styles and neglecting individual differences among employees. A common misconception is that one style fits all situations, whereas successful leadership requires adapting styles to specific contexts.
