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Managerial Grid Theory of Leadership - YouTube
Channel: Organizational Communication Channel
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- Hey there, welcome back, Alex Lyon.
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Today, we are going to look
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at Blake and McCanse's managerial grid.
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We're going to just treat
this as an introduction
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to this leadership model.
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And I'm working out of
Johnson and Hackman's
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leadership book, "A
Communication Perspective."
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I'll put a link to that in the description
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below of this video.
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So let's get into those details.
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Blake and McCanse's managerial grid
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is a really commonly
cited leadership model
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for both task and
interpersonal communication.
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It's connected to several others
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that focus on task and relationships,
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but this one has some added value
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that we'll see in a minute.
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It identifies the communication style
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using an X and Y axis and that
show's the leader's emphasis.
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So the X-axis is a concern for production
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and the Y-axis is a concern for people.
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And you're going to see
these kinds of variables,
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those dimensions, and many
other leadership theories
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from that era, the '40s, '50, and '60s.
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So what these researchers
did was they created a grid.
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They created official four boxes
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and they gave them names and scores.
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So you could see where
you or someone else,
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as a leader, might land based upon
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some kind of self-assessment
or a questionnaire.
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So if you were high or low
in concern for production
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and high or low concern for people,
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you would end up with a
score one through nine
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out of those variables.
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And depending upon your score,
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you would land in one of these four boxes.
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And the lowest box is called
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the impoverished management style.
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And it's hard to imagine
calling this a style,
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but it is, we have seen,
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and you've maybe worked
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for people who had
impoverished management.
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This is where there's
really no active attempt
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on the part of the leader
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to influence the outcomes
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of how you're going to, as a
follower, enact these tasks.
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There's a very, the leader
might assign you the work,
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but then the person will leave you
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to complete it one way or the other.
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There's just not a lot of
hands-on attention in any way.
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And at the bottom right,
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We have what's called
authority compliance.
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That's when you have a
high score, that's a nine,
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but it's also very low
on a concern for people.
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So here you basically
see people as a resource.
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So they're people,
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but really it's just a
resource to get the job done.
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And there's not a lot of attention
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or concern for people.
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Right in the middle is called
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the middle of the road management style.
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And here's where you
show an adequate level
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of concern for both
production and for people.
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And this is like the medi,
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middle of the road means
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you're gonna middle of the road results
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or a mediocre results.
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There's not a lot to stand
out here about this leader.
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And the next we have what we call
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the country club manager.
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That's on the top left.
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That's where there's a
high concern for people
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and lots of attention to building
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a positive work environment,
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creating a supportive
and friendly atmosphere,
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but you're really not emphasizing tasks
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so much in a hands-on way.
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Now the country club manager
may want tasks accomplished,
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but isn't going to be pushy on that.
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The country club manager thinks
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that by investing in the relationships,
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that is one of the better ways
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to get beneficial production outcomes.
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And then we have the
team management approach,
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which is a high score you might have,
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in this box, the highest
score would be a nine
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and production a nine on people.
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And this is where the leader
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is really working with
the team as a team member,
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showing a high concern
for people in production
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and a real collaborative
kind of atmosphere.
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And the managerial grid
became the foundation
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for some other leadership
models that came after it.
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I think for Hershey and Blanchard's
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situational leadership model as well.
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Now, some additional
details about this model
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is that leaders,
according to the research,
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tend to rely on one cell called
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a dominant communication style.
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So if you look at the grid,
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you might think to yourself,
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"Oh, that's the way I usually am."
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But it also depends on what's going on.
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That means that you have a
dominant leadership style
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that's in one of those boxes.
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However, leaders sometimes have a backup
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or secondary orientation that comes out
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when a situation changes.
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Let's say it gets more pressured
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or possibly less pressured.
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Then you would switch into things.
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You might feel a little bit
more like a country club
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or mediocre or middle of the road leader.
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But then when a crisis happens,
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let's say something out of the blue,
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you might really get demanding
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and focus on results to
get out of that crisis.
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That might be your secondary.
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Now, some people might not do that.
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When a crisis happens, they might switch
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in the other direction and they might say,
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"Oh, I need to be even
more concerned about people
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because I wanna check in
with how people are feeling."
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So if something changes,
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it doesn't necessarily mean
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we will automatically default
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to more of a production focus.
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And then the most effective style
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is that team management style,
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of course, that approach
is high in both concerns.
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So naturally, that would
end up, in most cases,
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resulting in the most beneficial results.
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So now that there is a name to this.
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I'm wondering, question of the day,
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what is a name to put to your style?
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So what's your dominant leadership style
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according to the grid?
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And also when things change,
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when you get stressed or
when something happens,
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what tends to be your fallback
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or your secondary leadership style?
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I would love to hear your comments
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in that section below this video.
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And as mentioned, this
grid laid the foundation
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for a lot of other thinking
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about leadership studies moving forward.
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So it's an important one to
learn about and appreciate,
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and the steps it took forward
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in the area of leadership studies.
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All right, so thanks.
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Take care and I will see you soon.
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