Summary 

Robert Blake & Jane Mouton (1964) developed a theory known as the "Managerial Grid". It is based on two variables: focus on task and focus on relationships. The grid includes five possible leadership styles based on concern for task or concern for people. Using a specially designed testing instrument, people can be assigned a numerical score depicting their concern for each variable. Numerical indications, such as 9,1 or 9,9 or 1,9 or 1,1 or 5,5 can then be plotted on the grid using horizontal and vertical axes. Although their work is also often classified as a Leadership Theory, it is typical of the specially designed analysis and instruments of the systems theorists.

Details

The Managerial Grid Model (1964) is a behavioral leadership model developed by Robert Blake and Jane Mouton. This model identifies five different leadership styles based on the concern for people and the concern for production. The optimal leadership style in this model is based on Theory Y.

A graphical representation of the Managerial Grid , the model is represented as a grid with concern for production as the X-axis and concern for people as the Y-axis; each axis ranges from 1 (Low) to 9 (High).

The five resulting leadership styles are as follows:

The Impoverished Style
In this style, managers have low concern for both people and production. Managers use this style to avoid getting into trouble. The main concern for the manager is not to be held responsible for any mistakes, which results in less innovative decisions.

Features

1. Does only enough to preserve job and job seniority.
2. Gives little and enjoys little.
3. Protects himself by not being noticed by others.

The Country Club Style
This style has a high concern for people and a low concern for production. Managers using this style pay much attention to the security and comfort of the employees, in hopes that this would increase performance. The resulting atmosphere is usually friendly, but not necessarily that productive.

The Produce or Perish Style
With a high concern for production, and a low concern for people, managers using this style find employee needs unimportant; they provide their employees with money and expect performance back. Managers using this style also pressure their employees through rules and punishments to achieve the company goals. This dictatorial style is based on Theory X of Douglas McGregor, and is commonly applied by companies on the edge of real or perceived failure.This is used in case of crisis management.

The Middle-Of-The-Road Style
Managers using this style try to balance between company goals and workers' needs. By giving some concern to both people and production, managers who use this style hope to achieve acceptable performance.

The Team Style
In this style, high concern is paid both to people and production. As suggested by the propositions of Theory Y, managers choosing to use this style encourage teamwork and commitment among employees. This method relies heavily on making employees feel as a constructive part of the company.

Inspiration for Conflict Style Inventories
The managerial grid has also served as the inspiration for several conflict management style inventories, notably the Thomas Kilmann Inventory (TKI) and the Kraybill Conflict Style Inventory