What is managerial grid in Organisational Behaviour?
What is managerial grid in Organisational Behaviour?
The managerial grid model (1964) is a style leadership model developed by Robert R. Blake and Jane Mouton. This model originally identified five different leadership styles based on the concern for people and the concern for production. In this style, managers have low concern for both people and production.
What is the purpose of managerial grid?
The managerial grid, which is also known as the leadership grid, can help managers understand their management strengths and shortcomings, an understanding that allows managers and their supervisors and HR partners to identify needed training and support to drive improvement.
What are the behavioral dimensions of a managerial grid?
Managerial Grid Model is based on two behavioral dimensions: Concern for people: This is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task.
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How does a managerial grid style of leadership work?
In this style, the manager is authoritarian or compliance. A task-oriented manager, he has a high concern for production and a low concern for people. He finds employee needs unimportant and simply a means to an end. He provides his employees with money and expects performance back. There is little or no allowance for cooperation or collaboration.
Who is the creator of the Managerial Grid?
A popular framework for thinking about a leader’s ‘task versus person’orientation was developed by Robert Blake and Jane Mouton in the early 1960s. Called the Managerial Grid, the Leadership Grid, or simply the Blake Mouton Managerial Grid. It is a practical and useful framework that helps you think about your lead- ership style.