Description
Describing about managerial leadership grid and four factor leadership approach.
The leadership studies in this case identified two concepts, which the researchers called employee orientation and production orientation. ? The employee-oriented leaders emphasized the relationship aspects of their job. ? Production-oriented leaders emphasized production and the technical aspects of the job, while employees were seen as tools to accomplish the goals of the organization. ? The study concluded that employee-orientation leader behaviour was found to be more effective.
?
?
?
?
It was Blake and Mouton’s assumption that people and production concerns are complementary rather than mutually exclusive. They further believed that leaders must integrate these concerns to achieve effective performance results. These thoughts of Blake and Mouton resulted in the development of the grid chart. Theoretically, there are 81 possible positions on the grid, representing as many leadership styles, but the focus usually centers around five styles: 1, 1; 1, 9; 9, 1; 5, 5; and 9, 9.
1, 9 Country Club Management
Thoughtful attention to needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo.
9, 9 Team Management
Work accomplishment is from committed people; interdependence through a “common stake” in organization purpose leads to relationships of trust & respect.
5, 5
Organization Man Management
Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level.
1, 1 Impoverished Management
Exertion of minimum effort to get required work done is appropriate to sustain organization membership. 1 Low 2 3 4 5
9, 1 Authority-Obedience
Efficiency in operations results from arranging conditions of working in such a way that human elements interfere to a minimum degree. 6 7 8 9 High
Concern for Production/Task
?
?
? ?
?
The 9, 1 leader is primarily concerned with production task accomplishment and has little, if any concern for people. This person wants to meet schedules and get the work done at all costs. The 1, 9 style represents a minimal concern for production, coupled with a maximal concern for the people; The 1, 1 style represents both minimal concern for both, people and production. The 9, 9 style is viewed as the ideal approach for integrating a maximum concern for production with a maximum concern for people. Though this managerial grid has not been thoroughly supported by research, it is still a popular theory of leadership.
The theories and research studies presented thus far, each employ two factors: employee oriented and production oriented and initiating structure and consideration and concern for production and concern for people. Bowers and Seashore however felt that two factors alone were inadequate to define a complex aspect like leadership. They felt that the under mentioned four factors more adequately defined leadership.
?
?
?
?
Support – behaviour which enhances the followers’ feelings of personal support and esteem. Interaction Facilitation – behaviour which encourages followers in the group to develop close, mutually satisfying relationships. Goal Emphasis – behaviour which motivates an enthusiasm within the group for achieving high levels of performance. Work Facilitation – behaviour which helps goal accomplishment by such activities as scheduling, coordinating and planning and by providing resources such as tools, materials and technical knowledge.
doc_369578095.pptx
Describing about managerial leadership grid and four factor leadership approach.
The leadership studies in this case identified two concepts, which the researchers called employee orientation and production orientation. ? The employee-oriented leaders emphasized the relationship aspects of their job. ? Production-oriented leaders emphasized production and the technical aspects of the job, while employees were seen as tools to accomplish the goals of the organization. ? The study concluded that employee-orientation leader behaviour was found to be more effective.
?
?
?
?
It was Blake and Mouton’s assumption that people and production concerns are complementary rather than mutually exclusive. They further believed that leaders must integrate these concerns to achieve effective performance results. These thoughts of Blake and Mouton resulted in the development of the grid chart. Theoretically, there are 81 possible positions on the grid, representing as many leadership styles, but the focus usually centers around five styles: 1, 1; 1, 9; 9, 1; 5, 5; and 9, 9.
1, 9 Country Club Management
Thoughtful attention to needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo.
9, 9 Team Management
Work accomplishment is from committed people; interdependence through a “common stake” in organization purpose leads to relationships of trust & respect.
5, 5
Organization Man Management
Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level.
1, 1 Impoverished Management
Exertion of minimum effort to get required work done is appropriate to sustain organization membership. 1 Low 2 3 4 5
9, 1 Authority-Obedience
Efficiency in operations results from arranging conditions of working in such a way that human elements interfere to a minimum degree. 6 7 8 9 High
Concern for Production/Task
?
?
? ?
?
The 9, 1 leader is primarily concerned with production task accomplishment and has little, if any concern for people. This person wants to meet schedules and get the work done at all costs. The 1, 9 style represents a minimal concern for production, coupled with a maximal concern for the people; The 1, 1 style represents both minimal concern for both, people and production. The 9, 9 style is viewed as the ideal approach for integrating a maximum concern for production with a maximum concern for people. Though this managerial grid has not been thoroughly supported by research, it is still a popular theory of leadership.
The theories and research studies presented thus far, each employ two factors: employee oriented and production oriented and initiating structure and consideration and concern for production and concern for people. Bowers and Seashore however felt that two factors alone were inadequate to define a complex aspect like leadership. They felt that the under mentioned four factors more adequately defined leadership.
?
?
?
?
Support – behaviour which enhances the followers’ feelings of personal support and esteem. Interaction Facilitation – behaviour which encourages followers in the group to develop close, mutually satisfying relationships. Goal Emphasis – behaviour which motivates an enthusiasm within the group for achieving high levels of performance. Work Facilitation – behaviour which helps goal accomplishment by such activities as scheduling, coordinating and planning and by providing resources such as tools, materials and technical knowledge.
doc_369578095.pptx