It may at first appear to Leaders who use this style settle for average performance. Thus the managerial grid model categorizes leaders into one of 81 possible categories. It is also important to note that there further refinement to Grid theory in which additional managerial styles combining two or more of the basic styles are identified. There is little or no allowance for co-operation or collaboration. There is a high degree of participation and teamwork, which satisfies the basic need of people to be involved and committed to their work.
It is also important to note no one approach is best suite for all situations and mangers should carefully select the appropriate approach depending on the situation on the ground. It is also important to note that there further refinement to Grid theory in which additional managerial styles combining two or more of the basic styles are identified. So, what is the Managerial Grid Model? They do the bare minimum to keep their jobs, and production is usually compromised. Managers use this style to preserve job and job seniority, protecting themselves by avoiding getting into trouble. While, on the other hand, if a manager is concerned only with his people, without direction and support, the targets will not be accomplished and in turn suffers productivity. Five positions on the grid were plotted, representing five differing managerial behaviour patterns. This is a rather manipulative management style.
This approach can drive impressive production results at first, but low team morale and motivation will ultimately affect people's performance, and this type of leader will struggle to retain high performers. In The Power to Change, it was redefined to alternate between the 1,9 and 9,1 locations on the grid. How to use the Model? The organization will end up to be a friendly atmosphere but not necessarily very productive. The model was a product of their findings at Exxon, where they worked to improve the effectiveness of leaders. For example, you might have identified the key needs for your business beforehand in terms of management style and after having applicants fill out the questionnaire, you can pick the people with the best management style to suit your needs.
The treatment of task orientation and people orientation as two independent dimensions was a major step in leadership studies. At the other extreme compliance reinforced by recognition and appreciation. They will exploit and manipulate in order to persuade others. Click to view a transcript of this video. As suggested by the propositions of Theory Y, managers choosing to use this style encourage teamwork and commitment among employees. A task-oriented manager, he has a high concern for production and a low concern for people.
Step Two: Identify areas of improvement and develop your leadership skills Look at your current leadership method and critically analyse its effectiveness. Five positions on the grid were plotted, representing five differing managerial behaviour patterns. Increases the output of organization in short run but high labor turnover is a factor. The manager adopts this style of leadership with the intent to have a friendly and comfortable working environment for the subordinates, who gets self-motivated and work harder on their own. These leaders will balance and compromise their decisions, often endorsing the most popular one. Later, two additional leadership styles were added as well as the element of resilience.
The optimal leadership style in this model is based on. For example, the paternalistic style prescribe and guide. Is it to focus on tasks by explaining the first year's objectives to him or her? Limitations of the Managerial Grid. Country Club Style Leaders who avoid conflict and maintain an easy-going work atmosphere may be popular but tend to produce unreliable results over time. Here, the leader focuses on an adequate performance through a balance between the work requirements and satisfactory morale. Sound or team management The final of the five management styles is the sound or team management.
These may include involving others in problem solving or improving how you communicate with them. Also, there are some more aspects of leadership that can be covered but are not. Step Three: Put the Grid in Context The Team management style is often the most effective approach, but there are situations that call for more attention to one area than the other. If leaders focus only on completing tasks, the needs of individuals suffer and morale plummets. For example, a newly promoted manager wants to remain friendly with his former peers so he resists providing corrective criticism or discipline, even when it is warranted. On the other hand, if you are good at keeping the team engaged, you might find yourself lacking some of the organizational proficiency. But, at the same time, they're inspiring figures who look after their teams.
However, the Managerial Grid is criticised for basically neglecting the significance of the internal and external constraints, context, circumstances and situation. But at the same time, your team will suffer from lack of organization and satisfaction. Although this style leads to a friendly and pleasant atmosphere, but it is not likely to translate into high results for the organization due to the poor focus on obtaining results as building and maintaining good relations becomes the end in itself rather than a means to an end—namely high production. Motivation is a much bigger influence than may. The leader may be characterized as open-minded, flexible and one who inspires involvement.
Employee needs are lways secondary to the need for efficient and productive workplaces. There are three simple steps for using the Grid as part of your development. In fact, the model is the culmination of findings in other leadership studies and an attempt to identify the different ways you can lead. The organisation will end up to be a friendly atmosphere, but not necessarily very productive. He finds employee needs unimportant and simply a means to an end.
When people are committed to, and have a stake in, the organization's success, their needs and production needs coincide. In this leadership style, the output in the short run may increase drastically, but due to stringent rules and procedures, there could be a high labor turnover. Individuals using this style, which was added to the grid theory before 1999, do not have a fixed location on the grid. This style, also referred to as dictatorial style, is based on Theory X of Douglas McGregor. The manager encourages teamwork and commitment among employees.