Although equally high levels of concern in both areas are generally accepted, different situations often demand different styles of leadership (The Blake Mouton Managerial Grid, 1996-2014).The research on the style approach is important because it identifies the behaviors of successful leaders.Armed with this knowledge, hiring and training programs can be created to help employees learn new behaviors.Organizations can then promote those demonstrating these behaviors to help them achieve their goals.
In addition, this approach applies in various situations, which differs from other leadership theories (Pennsylvania, 2014). ![]() It inspired the development of their Leadership (Managerial) Grid. This tool analyzes an individuals degree of task-centeredness versus person-centeredness and categorizes the results into five leadership styles. The Blake and Mouton Leadership Grid is a great tool for leaders and their individual development; it helps to build better leaders and more successful organizations. It has been widely used in organizational training and development, and focuses on how leaders can help organizations reach their purposes (Northouse, 2013). As mentioned above, the grid focuses on a leaders concern for production (task-centeredness) and concern for people (person-centeredness). The former describes the leaders level of concern with achieving organizational objectives, and the latter represents the leaders level of consideration of team members needs who are attempting to achieve the firms goals (Pennsylvania, 2014). The levels are plotted on a nine-point scale on a dual axis grid, and the output illustrates the specific leadership style of the individual. Working toward a future leadership position in my organization and simply being curious about the validity and usefulness of this tool, I completed the Leadership Grid Questionnaire ( ), which is the first step of the process. The questionnaire consists of 18 statements to which I responded zero to five on a scale of the extent to which the statement applies to me (zero represents never and five represents always). I transferred the numerical answers into two corresponding columns in a scoring section of the questionnaire. A simple calculation was made, and my scores were converted into plots on the Leadership Grid. The intersection of the horizontal and vertical lines drawn from these two points signifies the leadership dimension in which I normally operate. This leadership style is one of five that is recognized by the Blake and Mouton model. According to Blake and Moutons model, this style stresses the production needs and people needs highly and equally. When both needs coincide, a team environment based on trust and respect is formed, and this leads to high satisfaction, motivation, and high production (The Blake Mouton Managerial Grid, 1996-2014). Some descriptive words and phrases associated with this type of leader are: sets clear priorities, follows through, encourages participation, determined, open-minded (Northouse, 2013). Blake Mouton Managerial Grid How To Apply ItThis result is great news to me, but I need to know how to apply it to my professional goals. According to the grid, my style of leadership, team management, produces the most successful leaders because it represents high levels of concern for both team and production (Pennsylvania, 2014). Training programs based on the grid attempt to move leaders toward the team management style; however, it does not mean that these leaders are the most effective (Pennsylvania, 2014).
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