Paternalistic managers are described as switching regularly between the with the leader often operating under the assumption that individuals are naturally self-motivated and happy to work so long as they are led well and provided with enough freedom to do so.īlake and Mouton noted that Team Style was preferable in an ideal world.Ĭombinations: Paternalistic and Opportunistic Managerial Stylesįollowing Mouton's death in 1987, Blake and his team created two additional managerial styles which are often considered to be a combination (dependent on the situation) of the previous five. The style is difficult to use, and may be inadvisable when leading inexperienced people to produce challenging and This style normally requires that followers/the group are suitably mature and skilled for a high level of involvement.Leaders who behave like this manage to blend concern for both people and organisational aims by using a collaborative teamwork approach, and plenty of consultation enabling the development of a shared (not imposed) motivation to achieving.Blake and Mouton saw this as the ideal behavioural approach. High People - High Task - This style combines a high concern for and involvement in the group with a strong well-organised and communicated focus on achieving the task. with the leader often operating under the assumption that individuals are naturally lacking in motivation, and require an external stimulus to inspire productivity. Sadly, it can be effective in the short term and interestingly, where a group is failing to react suitably to a serious crisis then it may actually be a viable style for a short period, but the approach is not sustainable, especially where followers.In extreme cases it would be rightly regarded as ruthless. Motivation is often attempted through a threat of punishment, such as being sacked.A leader like this will commonly take the view that staff should be grateful to be employed and paid a salary.Leaders using this style seek to control and dominate others.This style is often referred to as autocratic. Low People - High Task - Here we see a high focus on the task with little or no concern for people. Leadership generally requires a good degree of natural authority and decisiveness, so a style which lacks these aspects has much room for improvement.Leaders adopting this behavioural approach try to address the needs of the task and their followers to some extent, but do so without conviction, skill or insight and therefore reduce their effectiveness.There is some concern for the task and equally, some concern for people, but we might also say there is not enough of either. Mid People - Mid Task - This is essentially an ineffectual compromise. Not surprisingly, Blake and Mouton said this is the least effective approach to leadership.The answer typically is 'leaders' who care mainly about themselves and are afraid of making mistakes. You may ask who would adopt this approach because it is obviously doomed to fail.Low People - LowTask - Here the leader has both a low concern for people and a low concern for the task. The style is common among leaders who are afraid of upsetting people, and/or who fear rejection and being disliked.Ironically, the group suffers ultimately because they fail to achieve.People feel good and happy, but the task lacks priority. So although leaders like this appear to care about their people and want to create a comfortable and friendly environment, this style is often not good for creating producing results.There is usually an overly friendly relationship between the leader and the led group.High People - Low Task - Here the leader has a high concern for and usually involvement with people, but a low concern for the task. The Blake and Mouton Managerial Grid identified five kinds of leadership behaviour, of which they suggested that the Note: 'Concern for Production' might be replaced with 'Concern for Task/Results'. The Managerial Grid: The Key to Leadership Excellenceīlake and Mouton depicted their model as a grid with two axes: The need to adapt behaviour/style/methods according to different situationsĬreated their " Managerial Grid" model in 1964, in their book, Two crucial - though often ignored - factors in influencing leadership styles are: Factors Influencing Leadership/Managerial Styles
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