the blake and mouton managerial grid questionnaire

Attempts to strike a balance between people and tasks, but ends up being not as effective at either.Compromise, middle of the road style (5,5) Characterized by a friendly environment and easy tempo but sometimes at the cost of performance.ģ. Focussed on creating a positive work environment.'People pleasers' is one extreme in this category.This style is more concerned with maintaining relationships, and less so for results and productivity.They do just enough to get by or not get fired. Show a minimal amount of initiative and exertion coupled with avoidance of responsibility and commitment.

Mantra: preserve the status quo - a laissez-faire style.Classic symptom of managers who are disengaged or on their way out.Characterized by a low concern for both tasks and people.Each style has its own set of characteristics. Most leaders tend to have a default go-to style with possibly another that they use in extreme situations. The grid identifies 5 distinct styles of leadership and management that straddle the extremes of balancing the two orientations of people and tasks. Task orientation on the horizontal axis: characterized by focus on organizational objectives, efficiency and productivity.People orientation on the vertical axis : characterized by focus on team members' interests, development, social needs and participation.

It maps different styles of management and leadership on a 9x9 grid based on two primary criteria: The Blake Mouton Leadership Grid, originally called the Managerial Grid or the Grid Theory of Leadership, is a classic model that captures leadership styles and managerial attitudes and behaviors. Fortunately there are models that can be used as good diagnostic tools. The skill in management is to do both - what Jim Collins calls embracing the 'Genius of the AND' rather than succumbing to the 'Tyranny of the OR' - thinking that it has to be one way or the other.Īll managers have to learn this through trial by fire, and achieving balance is the essence and skill of good management. In contrast, there were others who were too task focussed and completely oblivious to the 'people' needs of their team. They wanted to be “friendly” and ended up doing more damage than good. In my managerial career, it was common to come across managers who struggled to give critical feedback. Understanding different leadership styles opens up potential areas for improvement. Not being aware of these biases creates imbalances. Most leaders and managers tend to fall into patterns in how they go about balancing between prioritizing people concerns vs needs of the organization.

The blake and mouton managerial grid questionnaire