They are the real team mangers who are able to mesh the production needs of the enterprise with the needs of individuals.Ĭountry Club Leadership. At the other extreme are the 9.9 managers who display in their actions the highest possible dedication both to people and to production. Under 1.1 style (referred to as impoverished management, managers concern themselves very little with either people or production and have minimum involvement in their jobs to all intents and purpose they have abandoned their jobs and only mark time or act as messengers communicating information from superiors to subordinates. The following are Blake and Mouton five leadership styles. Maintenance of satisfying interpersonal relations Placement of responsibilities on the basis of trust rather than obedience Maintenance of the self-esteem of workers It includes such elements as:ĭegree of personal commitment toward goal achievement As Blake and Mouton have emphasized, their use of the phrase “concern for” is meant to convey “how managers are concerned about production” or “how they are concerned about people”, and no such thing as how much production they are concerned about getting out of a group.Ĭoncern for production includes the attitudes of supervisors toward a wide variety of things, such as:Ĭoncern for people is likewise interpreted in a broad way. There are two dimensions of Blake Mouton managerial grid the first dimension concern for people and concern for production. This grid, shown in the Figure, has been used throughout the world as a means for training managers and of identifying various combinations of leadership styles. Building on previous research that showed the importance of a manger’s having concern both for production and for people, Blake and Mouton devised a clever device to dramatize this concern. It was developed some years ago by Robert Blake and Jane mouton. One of the well-known approaches to leadership style is the Blake and Mouton managerial grid.
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