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Bukidnon State UniversityGraduate External Studies

Surigao Study CenterSurigao City

Course : EA 202Course Title : Human Behavior in OrganizationTopic : LeadershipSub-topic : Blake and Mouton’s managerial Grid; Hersey & Blanchard’s Situational

Leadership ModelProfessor : Dr. Angeline R. VillasorMasterand : Maribeth F. Montes

BLAKE AND MOUTON ’S MANAGERIAL GRID

MANAGERIAL GRID -developed by Robert R. Blake and Jane S. Mouton as a tool for identifying a

manager’s behavioral leadership. 

-is based on the five different leadership style dimensions of concern for people and

concern for production.

FIVE DIFFERENT LEADERSHIP STYLE

COUNTRY CLUB MANAGEMENT – (low for task, high concern for people)

-thoughtful attention to needs of people for satisfying relationship reads to a

comfortable, friendly organization atmosphere and work tempo.

IMPOVERISHED MANAGEMENT –  (low concern for people, low concern for task)

exertion of minimum effort to get work done is appropriate to sustain organization

membership.

AUTHORITY – COMPLIANCE MANAGEMENT – (high concern for task, low concern for

people)

- efficiency in operations result from arranging conditions of work in such a way

those human elements interfere to a minimum degree.

MIDDLE OF THE ROAD MANAGEMENT- (medium concern for people, medium concern for

task)

-adequate organization performance is possible through balancing the necessity to

get out work with maintaining morale of people at a satisfactory level.

TEAM MANAGEMENT - (high concern for task, high concern for people)

-work accomplishment is from committed people. interdependence through a

“common stake” in organization purpose leads to relationships of trust and respect. 

 A more desirable balance of the two dimensions is from 5.5 to 9.9 with the latter

assumed by blake an mouton to be the most effective style. The grid can help individuals

identify not only their primary leadership style but also their back up style.

BACK UP STYLE –managers tend to use when their normal style does not get results.

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In general, manager tends to be more autocratic and concerned with production when thei

primary style is unsuccessful.

CONTINGENCY APPROACHES TO LEADERSHIP STYLE

The positive, parcipative, considerate leadership style is not always the best style to

me. The prime need for leaders is to identify when to use a different style. A number of 

models have been developed that explain the exceptions and they are called contingency

approaches.

FOUR CONTINGENCY MODELS

1.) FIEDLER’S CONTINGENCY MODEL – developed by Fred Fiedler and his associates.

-this model builds upon the previous distinction between task and employee

orientation.Fiedler shows that a leaders effectiveness is determined by the interaction of 

employee orientation with three additional variables that relate to the follower, the task and

the organization.3 SITUATIONAL VARIABLES

1.  Leader – member relations – degree to which a leader is accepted and supported by

the group members.

2.  Task structure – extend to which the task is structured and defined with clear goaland procedures.

3.  Leader position power – the ability of a leader to control subordinates through

reward and punishment.

2.) Hersey  – Blanchard situational leadership model

- developed by Paul Hersey and Kenneth Blanchard. This model suggests that leadership

style should be matched to the maturity of the subordinates.

Maturity is assessed in relation to a specific task and has two parts

Psychological maturity – self-confidence, ability and readiness to accept responsibility.

Job maturity – relevant shell and technical knowledge.

 As the subordinate maturity increases, leadership should be more

relationship motivated than task –motivated.

4 Leadership styles that match the development of the followers

1.  Telling / style – giving specific task direction and closely supervising work.

2.  Selling style – explaining task directions in a supportive and persuasive way.

3.  Participating style – emphasizing shared ideas and participative decisions on task 

directions.4.  Delegating style- allowing the group to take responsibly for task decisions.

Managers using the situational leadership model must be able to implement the

alternative leadership style as needed. They have to understand the maturity of followers in

terms of readiness for task performance and then use the style that best fits.