The Blake and Mouton's Managerial (Leadership) Grid - Revision history

Virginia Stinchi: /* Leadership Styles */

2022-03-22T08:42:22Z

Leadership Styles

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	This approach is 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 and it 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<ref name="ref2"></ref> (p.141).		This approach is 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 and it 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<ref name="ref2"></ref> (p.141).


	==== Country-Club Management (1,9) ====		==== Country-Club Management (1,9) ====

Virginia Stinchi: /* Conclusions */

2022-03-22T08:06:21Z

Conclusions

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	== Conclusions ==		== Conclusions ==

	In conclusion, there is no universal answer to the question of what makes a good leader. Blake and Mouton identified in the 9,9 style a good approach to leadership. However, other authors have different opinions and support different theories. ''According to The Standard for Project Management'', a good leader is fundamental to coordinating a team that works on a project and effective leadership might come from different combinations of ~~style~~<ref name="ref4"></ref>. Despite its limitations, the Leadership Grid is a good tool that could help managers in the understandanding of their approach and it provides interesting suggestions for improvements.		In conclusion, there is no universal answer to the question of what makes a good leader. Blake and Mouton identified in the 9,9 style a good approach to leadership. However, other authors have different opinions and support different theories. ''According to The Standard for Project Management'', a good leader is fundamental to coordinating a team that works on a project and effective leadership might come from different combinations of styles<ref name="ref4"></ref>. Despite its limitations, the Leadership Grid is a good tool that could help managers in the understandanding of their approach and it provides interesting suggestions for improvements.

	== Bibliography ==		== Bibliography ==

Virginia Stinchi: /* Initiative */

2022-03-22T08:05:58Z

Initiative

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	===== Initiative =====		===== Initiative =====

	Initiative is related to starting something that has been done before, stopping ongoing activities, or shifting the current direction<ref name="ref3"></ref> (p.2).		Initiative is related to starting something that has never been done before, stopping ongoing activities, or shifting the current direction<ref name="ref3"></ref> (p.2).

	{\| class="wikitable" style="margin: auto align:left";		{\| class="wikitable" style="margin: auto align:left";

Virginia Stinchi: /* Limitations */

2022-03-20T18:37:53Z

Limitations

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	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, even if the authors' suggestions for improvements tend towards it.<ref name="ref2"></ref> (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, even if the authors' suggestions for improvements tend towards it.<ref name="ref2"></ref> (p.147).



	== Conclusions ==		== Conclusions ==

Virginia Stinchi: /* Conclusions */

2022-03-20T18:37:34Z

Conclusions

← Older revision		Revision as of 18:37, 20 March 2022
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	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, even if the authors' suggestions for improvements tend towards it.<ref name="ref2"></ref> (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, even if the authors' suggestions for improvements tend towards it.<ref name="ref2"></ref> (p.147).

Virginia Stinchi: /* Limitations */

2022-03-20T18:37:19Z

Limitations

← Older revision		Revision as of 18:37, 20 March 2022
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	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, even if the authors' suggestions for improvements tend towards it.<ref name="ref2"></ref> (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, even if the authors' suggestions for improvements tend towards it.<ref name="ref2"></ref> (p.147).


			== Conclusions ==

			In conclusion, there is no universal answer to the question of what makes a good leader. Blake and Mouton identified in the 9,9 style a good approach to leadership. However, other authors have different opinions and support different theories. ''According to The Standard for Project Management'', a good leader is fundamental to coordinating a team that works on a project and effective leadership might come from different combinations of style<ref name="ref4"></ref>. Despite its limitations, the Leadership Grid is a good tool that could help managers in the understandanding of their approach and it provides interesting suggestions for improvements.

	== Bibliography ==		== Bibliography ==

Virginia Stinchi: /* Suggestions for improvements */

2022-03-19T22:52:35Z

Suggestions for improvements

Virginia Stinchi: /* Critique */

2022-03-19T22:43:59Z

Critique

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	{\| class="wikitable" style="margin: auto align:left";		{\| class="wikitable" style="margin: auto align:left";
	! scope="row"\| A		! scope="row"\| A
	\| I ~~avoid giving~~ feedback.		\| I di not give feedback.
	\|-		\|-
	! scope="row"\| B		! scope="row"\| B
	\| I ~~give~~ encouragement and offer praise when something positive happens ~~but~~ avoid giving negative feedback.		\| I provide encouragement and offer praise when something positive happens, however, I avoid giving negative feedback.
	\|-		\|-
	! scope="row"\| C		! scope="row"\| C
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	\|-		\|-
	! scope="row"\| D		! scope="row"\| D
	\| I pinpoint weakness or failure ~~to measure up~~.		\| I pinpoint weakness or failure.
	\|-		\|-
	! scope="row"\| E		! scope="row"\| E
	\| I give others feedback and expect them to accept it because it is for their own good.		\| I give others feedback and expect them to accept it because I believe it is for their own good.
	\|-		\|-
	! scope="row"\| F		! scope="row"\| F

Virginia Stinchi: /* Decision making */

2022-03-19T22:42:58Z

Decision making

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	{\| class="wikitable" style="margin: auto align:left";		{\| class="wikitable" style="margin: auto align:left";
	! scope="row"\| A		! scope="row"\| A
	\| I ~~let~~ others make decisions or come to terms ~~with whatever~~ happens.		\| I allow others to make decisions or come to terms is something happens.
	\|-		\|-
	! scope="row"\| B		! scope="row"\| B
	\| I ~~search for~~ decisions that maintain good relations and encourage ~~others~~ to make decisions when possible.		\| I make decisions that maintain good relations between other people and encourage them to make decisions when possible.
	\|-		\|-
	! scope="row"\| C		! scope="row"\| C
	\| I search for ~~workable~~ decisions that others accept.		\| I search for decisions that others would accept.
	\|-		\|-
	! scope="row"\| D		! scope="row"\| D
	\| I place a high value on making my own decisions and I am ~~rarely~~ influenced by others.		\| I place a high value on making my own decisions and I am generally not influenced by others.
	\|-		\|-
	! scope="row"\| E		! scope="row"\| E
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	\|-		\|-
	! scope="row"\| F		! scope="row"\| F
	\| ~~I place a high value on arriving at a sound decision.~~ I seek understanding and agreement.		\| I seek understanding and agreement.
	\|-		\|-
	\|}		\|}

Virginia Stinchi: /* Suggestions for improvements */

2022-03-19T22:40:47Z

Suggestions for improvements

← Older revision		Revision as of 22:40, 19 March 2022
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	==== Suggestions for improvements ====		==== 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. Their goal is to show the adverse consequences of ~~theit~~ current ~~behaviour~~ as a motivation to improve.		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. Their goal is to show the adverse consequences of their current behavior as a motivation to improve. As mentioned above, their suggestions lead towards the 9,9 style.

← Older revision		Revision as of 22:52, 19 March 2022
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	===== Leadership style (9,1) =====		===== Leadership style (9,1) =====

	'''Motivation:''' Utilize your ~~subordinates~~ as resources ~~by involving~~ them in problem-solving activities.		'''Motivation:''' Utilize your followers as resources and involve them in problem-solving activities.

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

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

	'''Advocacy:''' Encourage people to share their opinion and ask for feedback about yours.		'''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.		'''Conflict:''' Listen to others' points of view and respect their opinions, conflict will arise anyway.

	'''Decisions:''' Listen to people's opinions before announcing your decision ~~and try~~ to explain the ~~rationale~~ behind them.		'''Decisions:''' Listen to people's opinions before announcing your decision. Try to explain the reasons 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<ref name="ref3"></ref> (p.33).		'''Critique:''' Allow people to tell you what they think about your leadership, they might help you improve<ref name="ref3"></ref> (p.33).


	===== Leadership style (1,9) =====		===== Leadership style (1,9) =====

	'''Motivation:''' When you are polite ~~and solicitous~~ you might obscure the real issues and people might feel uneasy.		'''Motivation:''' When you are polite 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".		'''Initiative:''' Take initiative instead of backing 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~~.		'''Inquiry:''' Be more prepared before meetings to increase your confidence.

	'''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.		'''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.		'''Conflict:''' Remember that conflict is inevitable. Restate your opinions and ask for further explanations if someone disagrees.

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

	'''Critique:''' Feedback does not have to be painful, people ~~would~~ probably be helpful<ref name="ref3"></ref> (p.48).		'''Critique:''' Feedback does not have to be painful, people probably want to be helpful<ref name="ref3"></ref> (p.48).


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	'''Initiative:''' If you are uninvolved, your subordinates would probably notice it. If they see your interest increasing they would probably encourage you.		'''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~~.		'''Inquiry:''' Ask more questions to your subordinates.

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

	'''Conflict:''' Avoiding disagreement is not rewarding. Remember that people ~~are usually~~ willing to find a middle ground.		'''Conflict:''' Avoiding disagreement is not rewarding. Remember that people might be 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.		'''Decisions:''' Find a way to involve subordinates in solving a problem and try to understand how they could be helpful.

	'''Critique:''' Ask for feedback about your performance and provide them with information about how you think things are going<ref name="ref3"></ref> (p.62).		'''Critique:''' Ask for feedback about your performance and provide them with information about how you think things are going<ref name="ref3"></ref> (p.62).
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	===== Leadership style (5,5) =====		===== Leadership style (5,5) =====

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

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

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

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

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