Behavioral Perspective Managerial Grid

Behavioral Theories - Ohio State Leadership Studies

Overview

Behavioral theories of leadership suggest that leadership skills and behaviors can be learned and trained, rather than being innate qualities or traits. In 1945, researchers at Ohio State University conducted studies to identify the specific behaviors exhibited by effective leaders, moving away from the traditional focus on inherent personality traits.

The Ohio State leadership studies identified two independent dimensions of leader behavior:

1. Consideration
2. Initiating Structure

These two dimensions focus on how leaders balance interpersonal relationships and task management in leadership roles.

Consideration

Consideration refers to the extent to which a leader shows concern for the well-being of group members. This dimension emphasizes interpersonal relationships, mutual trust, and creating a supportive environment. Leaders who exhibit a high degree of consideration are focused on the needs and feelings of their team members, making this a people-oriented leadership style.

Key characteristics of a leader high in consideration include:

• Building mutual trust with team members.
• Promoting friendship and positive relationships within the group.
• Showing respect for employees' ideas and concerns.
• Being approachable, supportive, and helping employees with personal problems.
• Treating all employees equally and expressing appreciation for their work.

Leaders high in consideration are effective in fostering a cooperative and positive work environment, prioritizing the welfare of their team members. This leadership approach is especially valuable in contexts where maintaining strong interpersonal relationships and team cohesion is critical.

Initiating Structure

Initiating structure refers to the degree to which a leader defines and organizes the roles of both the leader and group members, initiates actions, and outlines how tasks are to be accomplished. This dimension is task-oriented and focuses on ensuring that work is organized and that team members understand their responsibilities.

Key characteristics of a leader high in initiating structure include:

• Clearly defining roles and expectations for the group.
• Organizing group activities and planning how tasks are to be completed.
• Assigning tasks to specific group members.
• Setting and maintaining standards of performance.
• Emphasizing the importance of meeting deadlines and achieving goals.

Leaders high in initiating structure ensure that the team’s goals are clearly defined and that each member knows their role in achieving those goals. This leadership style is particularly important in situations where

The Managerial Grid Model

The Managerial Grid Model, also known as the Managerial Grid Theory, was developed in 1964 by Robert R. Blake and Jane Mouton. This model is a tool for understanding different leadership styles based on a manager's concern for two key factors: people and production.

The model is represented as a grid where:

• The x-axis represents the concern for production, ranging from 1 (low) to 9 (high).
• The y-axis represents the concern for people, also ranging from 1 (low) to 9 (high).

This grid helps classify different leadership styles based on how much emphasis managers place on these two dimensions. Below are the main leadership styles identified by the model:

1. The Indifferent (Impoverished) Style (1,1)

In the indifferent style, managers show low concern for both people and production. Their primary goal is to avoid responsibility and minimize risks. This style is often characterized by a lack of innovation, motivation, and leadership. Managers who adopt this style often focus on maintaining their position without trying to influence others or improve processes, resulting in minimal effort and low productivity.

• Focus: Preservation of position with minimal responsibility.
• Effect: Low motivation, low productivity, and stagnant performance.

2. The Accommodating (Country Club) Style (1,9)

In the accommodating style, managers show high concern for people but low concern for production. This leadership style emphasizes creating a comfortable and secure environment for employees, often prioritizing their needs and well-being over production goals. While this can lead to a positive and friendly workplace culture, it may result in reduced productivity and performance because the focus on results is minimal.

• Focus: Employee security and comfort.
• Effect: Friendly atmosphere, but potentially low productivity.

3. The Task-Oriented (Produce or Perish) Style (9,1)

The task-oriented style is characterized by high concern for production and low concern for people. Managers who adopt this style are focused on achieving company goals through strict control, rules, and punishments. This approach is often rigid and dictatorial, aligning with Theory X from McGregor’s leadership theory, which assumes employees are primarily motivated by fear of failure and require close supervision. This style is typically used in times of crisis or when survival of the organization is at stake.

• Focus: Production and results, often at the expense of employee well-being.
• Effect: High productivity in the short term, but can lead to low morale and high turnover.

4. The Status Quo (Middle-of-the-Road) Style (5,5)

In the status quo style, managers attempt to balance the concerns for both people and production by seeking compromise. This style leads to moderate performance and a balanced work environment. However, because the manager is trying to give equal attention to both sides, neither production nor people’s needs are fully met. The results are often adequate, but neither highly productive nor exceptionally motivating for employees.

• Focus: Balance between employee needs and production goals.
• Effect: Adequate performance, but with compromises in both areas.

5. The Sound (Team) Style (9,9)

The sound style, also known as the team style, represents high concern for both people and production. Managers adopting this approach emphasize teamwork, employee involvement, and collaboration, which aligns with Theory Y, where employees are seen as valuable contributors. This leadership style fosters commitment, motivation, and innovation by encouraging employees to feel like essential parts of the organization. Managers who use the sound style often achieve high levels of both productivity and employee satisfaction.

• Focus: Strong emphasis on both people and production.
• Effect: High productivity and a motivated, engaged workforce.

Conclusion

The Managerial Grid Model helps identify various leadership styles based on the balance between concern for people and concern for production. Each leadership style has different effects on team performance and employee morale, and understanding these styles can help managers choose the most appropriate approach for their organization and situation.

In most cases, the sound (team) style (9,9) is considered the most effective because it promotes both high productivity and strong interpersonal relationships, creating an environment where employees feel valued and are motivated to contribute to the organization’s success.