Leadership Styles: Robert R. Blake and Jane S. Mouton

Completely free group or individual decision making with minimal leadership involvement. Technical and active steps are determined one at a time by the authorities, so future steps are largely uncertain. Prospect of activities obtained in the discussion. If you need general procedures and technical advice for planning goals, the leader suggests you choose from two or more options. 2. Various materials provided by leaders indicate that they will provide information in a timely manner when requested.

Robert Blake and Jane Mouton call the management grid a conceptual framework that combines the focus on task completion and the focus on people. Brake and Mouton believe that the most effective leadership style shows interest in production and also shows interest to people. Some leaders focus on the task of completing production and not mind the people. This person wishes to complete the work, somehow follow the plan. I do not care if the group produces something, but there are also individuals who are more interested in individual needs, interests, and relationships among the members. The ideal leader wishes to satisfy the schedule and accomplish the work, but at the same time also pay close attention to the feelings and interests of the team members.

Robert Blake and Jane Mouton observed the two fundamental elements of management behavior in Ohio state leadership research, the attention (tasks) and concerns to production. Production concerns include managers' attitudes to procedures, processes, productivity, and throughput. People's concerns include personal commitment, maintaining respect and trust in the team, maintaining interpersonal relationships, and ensuring good working conditions. They are aware that production concerns may not be related to people's concerns. Thus, one leader becomes stronger with one leader, weaker with another leader, both stronger, both weak, or there is some difference between the two. They designed a series of questions. The answer made it possible to draw these two fundamental leadership dimensions as axes on the grid structure.

The dimension identified by the University of Michigan laid the foundation for the development of a management grid model developed by Robert Blake and Jane Mouton. It identifies five different leadership styles that represent different combinations of people concern and production concerns. The manager who got the highest score in both areas (marked as team management) made the best result. The five leadership styles of the management grid include poverty, country clubs, agricultural products or extinction, intermediate roads and teams. The style of poverty is at the lower left of the grid, at point (1, 1). It is characterized by low concern for people and production. The main purpose of the poverty style is to free administrators from trouble. The style of the country club is in the upper left corner of the grid, at point (1, 9). It is characterized by high interest in people and low concern for production.