Blake-Mouton Managerial Grid

Revision as of 11:54, 21 February 2021

Abstract

Project managers play a critical role of leading a team towards achieving the objectives of a project. The leadership style of a project manager may be a result of combination of multiple factors related to the project or be of a personal preference. Leadership is a productive field of study, with many theories reaching back decades. Thoughts on leadership and the ideal characteristics of a leader have evolved through time, but some of the thoughts have passed the test of time.

The Managerial Grid developed by Robert Blake and Jane Mouton was first published in 1964. It was the outcome of their research for Exxon, where they worked towards improved leader effectiveness. It was developed with influence from the work of Fleishman’s, using attitudinal dimensions rather than behavioural, like Fleishman.

The Managerial Grid is a 9x9 matrix and it quantifies the degree to which the emphasis is on tasks and the emphasis is on the relationship with the subordinates, with Concern for Production as the x-axis of the matrix and Concern for People as the y-axis. Blake and Mouton labelled and characterised the extreme corners as well as the center of the matrix. The Managerial Grid is a widely accepted as an important and critical analysis of the behaviour of a leader. Its simplicity captures vital truths about management styles and implications. The following consists of what is needed to know about the Managerial Grid, the application of it, suggestions for improvements for a leader, as well as the limitations of the Grid.

Leadership in Project Management

Project manager plays a critical role of leading a team to achieve the objectives of a project. He provides the team with leadership, planning and coordination through communication. Leadership skills are the ability to guide, motivate and direct a team ^[1]