1 / 5

Managerial Grid Leadership Styles

Managerial Grid Leadership Styles. The impoverished manager (grid ref. 1,1) is uninvolved in the work and withdrawn from people The sweatshop manager (grid ref. 9,1) is results driven and sees people as tools to that end

ankti
Télécharger la présentation

Managerial Grid Leadership Styles

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Managerial Grid Leadership Styles • The impoverished manager (grid ref. 1,1) is uninvolved in the work and withdrawn from people • The sweatshop manager (grid ref. 9,1) is results driven and sees people as tools to that end • The country club manager (grid ref. 1,9) is focused on being agreeable and smoothing relations • The status quo manager (grid ref. 5,5) is moderately concerned with both work requirements and people’s needs • The fully functioning manager (grid ref. 9,9) is intensely interested in task and cares deeply about people. Blake and Mouton (1964)

  2. Managerial Grid for Leadership Effectiveness 1 9 9 9 Country Club Manager (1,9) Fully Functioning Manager (9,9) Opportunistic Manager Status Quo Manager (5,5) Concern for People Impoverished Manager (1,1) Sweatshop Manager (9,1) 1 1 1 9 Concern for Production

  3. Managerial Grid Leadership Styles • Thepaternalistic manager who uses high concern for task (9,1) combined with use of rewards (1,9) in exchange for compliance and loyalty. • The opportunistic manager who uses whichever style will promote his or her advancement (1,9 to please employees; 5,5, in interaction with peers; and 9,1 to gain favour with results-oriented bosses (Manning and Curtis, 2006, p21). Buckingham, Marcus and Coffman, Curt (2005) First Break All the Rules: What the World’s Greatest Managers do Differently London, Simon & Schuster

  4. Managerial Grid for Leadership Effectiveness 1 9 9 9 Concern for People 1 1 1 9 Concern for Production

  5. Managerial Grid for Leadership Effectiveness 1 9 9 9 Country Club Manager (1,9) Fully Functioning Manager (9,9) Status Quo Manager (5,5) Concern for People Impoverished Manager (1,1) Sweatshop Manager (9,1) 1 1 1 9 Concern for Production

More Related