The Blake and Mouton's Managerial (Leadership) Grid

Abstract

Managing a project successfully is not a trivial task and it requires capable managers. In Project Management the terms "Manager" and "Leader" are often used with the same meaning. However, several theories about the differences between Management and Leadership have been developed over the years. Even defining exactly what characterizes a good leader is not an easy task and academics have been trying for decades to provide a definition. Despite these attempts, scholars could not find a universal definition and only theories are available.

One of the most relevant theories was firstly introduced by Blake and Mouton in the early 1960 and it has been revised by the authors for more than two decades. The original name of this theory was "The Managerial Grid", however, it was renamed "The Leadership Grid" to better describe its relevance in the Leadership field (p.140). It belongs to the group of theories that follow the Behavioral approach, which emphasizes what is the behavior of the leader in the activity of leading an organization. Other relevant perspectives are the Trait approach, which is mainly focused on the personality of the leader, and the Skills approach, which emphasizes his/her capabilities.

The Leadership Grid is a matrix that shows how leaders can be effective in leading an organization by taking into account two parameters: Concern for results and Concern for people. The first one is represented on the x-axis of a 9x9 matrix and the second one on the y-axis. The combinations of the respective relevance of these two factors define five main approaches to leadership that have been analyzed by the authors.

This article aims to describe the main aspects of this theory together with its applications, and its limitations. Appropriate documentation for further readings about the Grid is included.

Introduction

Leadership and Management are often considered interchangeable terms. Even if these two fields have some similarities, it is relevant to mention their differences. Over the years, many authors have tried to define clearly the characteristics of a manager and a leader and which are the respective roles in an organization. A manager is expected to provide stability and order to a company while leadership is about guiding the organization in the process of changing and adapting to a new situation. So, Management and Leadership are not the same, however, they are both necessary for a company to be successful.

Managerial power usually comes from the position of the manager in the organizational structure. The authority does not come from personal skills or abilities, it is determined by a formal structure in the company. Identifying where the authority of a leader comes from is not as easy and different theories argue for different sources. One of the most famous questions in the Leadership field is "Are Leaders born or made?" and there is no universal answer.

The trait approach supports the theory that Leaders are born and only a few people have these innate qualities. This approach led to famous theories like the Five Big personalities framework, however, it also led to some failures. From these deadends, scholars started to develop theories based on the idea that good leadership comes from the way the leader behaves and that this ability can be trained. This is the fundamental idea of the Behavioral approach and the Leadership Grid belongs to this group of theories. However, neither traits nor behaviors can guarantee success. Supporters of the Contingency approach believe that the context matters as well (ch.12).

Relevance of Leadership in Project Management

Managing a project successfully is not an easy task and it requires capable leaders. However, even effective project management does not guarantee that it will be a success. On the other hand, projects that are considered a failure from the management point of view could turn out to be a great success.

A leader should be able to inspire and create commitment in his followers to lead them successfully. Different approaches have been studied and analyzed to understand what makes a person a good leader. The aim of this article is to provide a better understanding of the behavioral approach and, in particular, of the Leadership Grid.

The Leadership Grid

The Leadership Grid aims to describe different approaches that a leader can adopt in leading an organization. The authors defined two main factors that influence managers' behavior: Concern for production and Concern for people. These two factors are used to define a 9x9 matrix where Concern for production is represented on the x-axis and Concern for people on the y-axis (p.140).

Concern for production refers to the importance of achieving organizational goals for the leader. They might be represented by the organizational mission, a level of performance, or results to be achieved. In this theory, the definition of "Production" is quite broad and it includes any type of goal or task people are hired to accomplish in a company (p.10).

On the other hand, concern for people is entirely about the members of the organization that are involved in the process of achieving the objectives. Leaders can express it through activities like building trust and commitment to the company, improving working conditions, and promoting good social relationships (p.10).

By combining the respective relevance of these two concerns, Blake and Mouton defined five different managerial approaches. To identify the position of each one of them in the matrix, a score is assigned to both concern for people and for production. The grading scale goes from 1, which represents the minimum concern, to 9, which represents the maximum level of concern. Different leadership styles are obtained by plotting the scores for both axes in the Managerial Grid..

The main Managerial styles are Authority-Compliance, Country-Club Management, Impoverished Management, Middle-of-the-Road Management, Team Management.

Leadership Styles

Figure 1: Based on Figure 4.1. The Leadership Grid, in Leadership: Theory and Practice (p.141).

Authority-Compliance (9,1)

This approach is mainly focused on the importance of achieving organizational goals. Indeed, it is located in the bottom-right corner of the matrix with a score of 9 for Concern for production and 1 for people. It emphasizes the relevance of the tasks over the people involved. This managerial style considers employees almost as tools to achieve the company objectives. This approach is entirely goal-oriented and communication is limited to providing instructions to complete tasks. The main characteristics of this type of leader are authority and control (p.141).

Country-Club Management (1,9)

This approach is completely the opposite of Authority-Compliance. It is located in the top-left corner of the matrix with the highest score for Concern for people and the lowest one for production. The well-being of the followers, over the achievement of organizational goals, is the main concern of the leader. The manager aims to create a good working environment with a friendly atmosphere where employees feel comfortable. The leader is usually eager to help, comforting, uncontroversial and he tries to ensure workers ' social needs are met (p.141).

Impoverished Management (1,1)

This Management style is located in the bottom-left corner of the matrix and has the lowest possible score in both Concerns for production and people. The leader lacks interest in both organizational goals and interpersonal relationships among the employees. The main characteristics are indifference, apathy, and almost no contact with the followers (p.142).

Middle-of-the-Road Management (5,5)

The 5,5 style is located in the middle ground between concern for production and people and it is mainly based on the ability of the leader to compromise. He shows an intermediate concern for the people who perform the task and the task itself. This results in a style that, at the same time, pushes the production and shows attention towards the workers' needs. Leaders who belong to this group are usually conflict-avoiding, they prefer the middle-ground, and renounce their beliefs in the interest of the organizational progress (p.142).

Team Management (9,9)

This type of management is located in the top-right corner of the matrix with the highest score in both concerns for people and production. The leader usually promotes teamwork and the goal is to create commitment in the workers to increase the level of their performance. This type of manager is often described as open-minded, determined, interested in his work, and good at stimulating the followers in participating in the activities. Organizations led by 9,9 leaders are characterized by an environment based on trust and respect (p.142).

Additional Management Styles

The authors have identified two additional managerial styles that come from the incorporation of multiple aspects of the Leadership grid.

The Paternalism/Maternalism approach includes both 1,9 and 9,1 without being able of integrating them. This type of leader is usually defined as a "benevolent dictator" because he acts benevolently with the employees but with the only purpose of achieving organizational goals. The company is considered similar to a family and the manager, that is in a position of authority, is responsible to make decisions and punish or reward the followers (p.143).

The last approach is called "Opportunism" because this type of manager is willing to adopt any kind of combination of the grid with the only purpose of obtaining personal advancement. The efforts of the leader are towards achieving his personal goals and he will shift and adapt his managerial style to achieve them. Some argue that these leaders are strategic and adaptable while others define them as ruthless and self-motivated (p.144).

Applications

The leadership grid is a good tool if it is used by people in charge to understand their way of leading. Different situations could require a different approach. For example, followers might require a manager who is task-oriented and shows exactly how to proceed, or they could prefer a leader more relationship-oriented that mainly shows support towards their activities. It is important to underline that the right way of leading a specific organization depends on the response of the employees to the two different approaches and a leader should be able to adapt in order to improve his management style (p.145).

How to use the grid

In "The Managerial Grid III", Blake and Mouton explain how to use this tool effectively. The aim of their work is to provide a guide that could help leaders improve their skills and strengthen their contribution to the company. They argue that, by using the grid correctly, leaders would get a better understanding of their way of working and improve their performance (p.1).

Blake and Mouton identified six fundamental components of leadership. These elements are initiative, inquiry, advocacy, conflict resolution, and critique. For each one of them, the authors defined six statements that represent the different managerial approaches described in the same work. To use the grid, leaders are asked to identify which statement better represents their leading approach. This exercise should help them better understand their practice and the authors provide suggestions for improvements.

Identification of the Management style

As mentioned above, leaders are requested to identify which management style suites their leading approach the best. The following section provides a brief description of the six components of leadership and the related statements provided by the writers to help managers in the identification of their style.

Initiative

Initiative is related to starting something that has been done before, stopping ongoing activities, or shifting the current direction (p.2).

A	I put out enough to get by.
B	I initiate actions that help and support others.
C	I seek to maintain a steady pace,
D	I drive myself and others.
E	I stress loyalty and extend appreciation to those who support me.
F	I exert vigorous effort and others join enthusiastically.

Inquiry

Inquiry is strictly related to the leader's thoroughness. It is the ability to obtain information and data from people or other sources. A leader might be more or less interested in learning as much as possible about the activities in his company (p.2).

A	I go along with facts, beliefs, and positions given to me.
B	I look for facts, beliefs, and positions that suggest all is well. . For the sake of harmony, I am not inclined to challenge others.
C	I take things more or less at face value and check facts, beliefs, and positions when obvious discrepancies appear.
D	I investigate facts, beliefs, and positions so that I am in control of any situation and to assure myself that others are not making mistakes.
E	I double-check what others tell me and compliment them when I am able to verify their positions.
F	I search for and validate the information. I invite and listen for opinions, attitudes, and ideas different from my own. I continuously re-evaluate my own and other’s facts, beliefs, and positions for soundness.

Advocacy

Advocacy refers to taking a position and standing by it facing its risks. A leader that does not advocate is usually not sure about his position (p.3).

A	I keep my own counsel but I respond when asked. I avoid taking sides by not revealing my opinions, attitudes, and ideas.
B	I embrace the opinions, attitudes, and ideas of others even though I have reservations.
C	I express opinions, attitudes, and ideas in a tentative way and try to meet others halfway.
D	I stand up for my opinions, attitudes, and ideas, even if it means rejecting others' views.
E	I maintain strong convictions but permit others to express their ideas so that I can help them think more objectively.
F	I feel it is important express my concerns and convictions. I respond to ideas sounder than my own by changing my mind.

Conflict resolution

Conflicts arise easily and managing them in the right way is not trivial. A good leader should be able to handle and resolve them while evoking respect. A manager that is unable to deal with conflicts could be perceived as not worthy of respect (p.3).

A	I remain neutral or seek to stay out of conflict.
B	I avoid generating conflict but when it appears I try to smoothe feelings to keep people together.
C	I try to find a reasonable position that others find suitable, when a conflict arises.
D	When conglict arises I try to cut it off or win my position.
E	When conflict arises I terminate it but thank people for expressing their views.
F	When conflict arises I seek out reasons for it in order to resolve underlying causes.

Decision making

Decision-making is a key ability for a leader. He should be able to recognize when to take solo decisions and when to delegate responsibilities (p.4).

A	I let others make decisions or come to terms with whatever happens.
B	I search for decisions that maintain good relations and encourage others to make decisions when possible.
C	I search for workable decisions that others accept.
D	I place a high value on making my own decisions and I am rarely influenced by others.
E	I have the final say and make a sincere effort to see that my decisions are accepted.
F	I place a high value on arriving at a sound decision. I seek understanding and agreement.

Critique

Critique is related to problem-solving activities. A capable leader should be able to anticipate and avoid activities that risk having adverse consequences. This ability comes mainly from the feedback of other workers and experience (p.4).

A	I avoid giving feedback.
B	I give encouragement and offer praise when something positive happens but avoid giving negative feedback.
C	I give informal or indirect feedback regarding suggestions for improvement.
D	I pinpoint weakness or failure to measure up.
E	I give others feedback and expect them to accept it because it is for their own good.
F	I encourage two-way feedback to strengthen operations.

As mentioned above, statements corresponding to the same letter refer to the same Management style. The following table is based on The Managerial Grid III and summarizes these references.

Statement	Style
A	1,1
B	1,9
C	5,5
D	9,1
E	Paternalism
F	9,9

Suggestions for improvements

Blake and Mouton provide a detailed description of each one of the leadership styles and they are all completed by a list of suggestions for improvements. The suggestions lead to the Team management approach.

Leadership style (9,1)

Motivation: Utilize your subordinates as resources by involving them in problem-solving activities.

Initiative: Instead of taking immediate action every time you see a void try to invite others to take initiative.

Inquiry: Listen to ideas different from yours and take into account also the opinions of people you might dislike.

Advocacy: Encourage people to share their opinion and ask for feedback about yours.

Conflict: Suppressing differences does not prevent conflicts from arising. Listen to others' points of view and respect their opinions.

Decisions: Listen to people's opinions before announcing your decision and try to explain the rationale behind them.

Critique: Feedback should be a two-way street. Allow people to tell you what they think about your leadership, they might help you improve (p.33).

Leadership style (1,9)

Motivation: When you are polite and solicitous you might obscure the real issues and people might feel uneasy.

Initiative: Take initiative where you tend to back off, stop thinking "I had better not" and start thinking "I should".

Inquiry: Be more prepared before meetings to increase your confidence in expressing your point of view.

Advocacy: Try to be among the first to speak so that you do not allow others to influence you in deciding if you should express your opinion or not.

Conflict: Remember that conflict is inevitable. If others do not agree with you, restate your opinion and ask for further explanations.

Decisions: Do not postpone unpleasant decisions because the problems will not diminish, they are likely to increase.

Critique: Feedback does not have to be painful, people would probably be helpful (p.48).

Leadership style (1,1)

Motivation: Reevaluate the degree of your involvement, ask yourself if your job is a pleasant way of spending eight hours per day.

Initiative: If you are uninvolved, your subordinates would probably notice it. If they see your interest increasing they would probably encourage you.

Inquiry: Ask more questions to your subordinates to rebuild the necessary knowledge.

Advocacy: Ask straightforward questions and show where you stand with your opinion.

Conflict: Avoiding disagreement is not rewarding. Remember that people are usually willing to find a middle ground.

Decisions: Find a way to involve different subordinates in solving a problem by understanding how they could be helpful.

Critique: Ask for feedback about your performance and provide them with information about how you think things are going (p.62).

Leadership style (5,5)

Motivation: Reflect if your subordinates communicate what they truly believe in or just what they think you want to hear.

Initiative: When something needs to be done, do it without overreliance on traditions.

Inquiry: When you think you have enough information, ask additional questions to ensure you are well informed.

Advocacy: Express what you think without reshaping it to make it agreeable.

Conflict: It is ok disagreeing with others because from conflicts might arise innovation.

Decisions: Remember that there are some decisions that only you can take. Accept inputs from other people but the outcome needs to come from you.

Critique: Ask for feedback and remember that if the critique is negative it is even more valuable (p.78).

Limitations

The main limit of the Leadership grid, together with the behavioral approach, was the impossibility to identify a relationship between being a leader task or people-oriented and a higher level of performance or employees' morale (p.147).

Furthermore, the approach has failed in identifying a style of leadership that is universally recognized as suitable for all the different situations. The aim was to identify a set of managerial behaviors that would lead consistently to successful leadership. This goal has not been achieved and the behavioral approach failed in a similar way to the trait approach that tried to define the right personal characteristics to be an effective leader (p.147).

Some argue that this approach did not lead to consistent results because it failed in taking into account the impact of the context. They argue that the managerial style should be based on the requirements of every single team that needs to be led. This argument is partially based on the idea that a 'high-high' approach is not always the answer. The Leadership grid suggests as the best style is the Team Management that has the highest score in both concerns for people and production. However, different situations might require a different approach that does not have such a high score in both the concerns. It still remains unclear if Team Management is actually the best style of leadership (p.147).

Bibliography

The following sources have been used as the main references for this article and they can be used for further readings.

1Northouse, P. G. (2018), Leadership: Theory and Practice (8th Edition), SAGE Publishing

2Robbins, S. P. and, Judge T. A. (2013), Organizational Behavior (15th Edition), Pearson Education

3Blake, R. and Mouton, J. (1985), "The Managerial Grid III: The Key to Leadership Excellence", Houston: Gulf Publishing Company.

This is the third edition of the book "The Managerial Grid" written by Blake and Mouton. It is the main reference for this work since it was written directly by the ideator of this theory. It provides an in-depth analysis of the Leadership Grid together with an explanation of the characteristics of the managerial approaches. The authors aim to provide a useful guide for leaders to improve their practice.

References