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27/11/11

Blake Mouton Managerial Grid - Leadership Training from MindTools.com

Blake Mouton Managerial Grid
Balancing Task- and People-Oriented Leadership
When your boss puts you in charge of organizing the company Christmas party, what do you do first? Do you develop a time line and start assigning tasks or do you think about who would prefer to do what and try to schedule around their needs? When the planning starts to fall behind schedule, what is your first reaction? Do you chase everyone to get back on track, or do you ease off a bit recognizing that everyone is busy just doing his/her job, let alone the extra tasks you ve assigned? Your answers to these types of questions can reveal a great deal about your personal © iStockphoto/LajosRepasi leadership style. Some leaders are very task-oriented; they simply want to get things done. Others are very people-oriented; they want people to be happy. And others are a combination of the two. If you prefer to lead by setting and enforcing tight schedules, you tend to be more productionoriented (or task-oriented). If you make people your priority and try to accommodate employee needs, then you re more people-oriented. Neither preference is right or wrong, just as no one type of leadership style is best for all situations. However, it's useful to understand what your natural leadership tendencies are, so that you can then begin working on developing skills that you may be missing. 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, or Leadership Grid, it plots the degree of task-centeredness versus person-centeredness and identifies five combinations as distinct leadership styles.

Understanding the Model
The Managerial Grid 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