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The Most famous and widely accepted

model for trait leadership was developed

by Robert Blake and Jane Mouton in 1964.

Dr. Blake was a graduate faculty member in

the school of management at the Universityof Texas. Up to the creation of this model his

research was not that memorable.

Dr. Mouton did her undergraduate inmathematics at the University of Texas, a

masters degree in psychology at Florida

State and then returned to Texas to finish a

doctorate in psychology under Blake.


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Allegedly, Blake and Mouton developedthe model while consulting for Exxon butmany sources state that it was based onMoutons doctoral research and Blake usedhis name to promote it and she went alongfor the ride..

The Managerial Grid is also known as theLeadership Grid.

The model contends that leadership styles

are defined by the blend of two kinds ofbehavior: concern for production andconcern for people


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Concern for task or production.The leader cares little about the people

and operates in fear of something goingwrong. This leaders focus is on achievingresults and productivity.

Concern for people. This leadercares little about productivity andoperates wholly from a desire to beloved and approved of.


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The indifferent (previously called

impoverished) style (1,1): evade and elude.

In this style, managers have low concern for

both people and production. Managers

use this style to preserve job and job

seniority, protecting themselves by avoiding

getting into trouble. The main concern forthe manager is not to be held responsible

for any mistakes, which results in less

innovative decisions.


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The accommodating (previously,

country club) style (1,9): yield andcomply. This style has a high concern forpeople and a low concern forproduction. Managers using this stylepay much attention to the security andcomfort of the employees, in hopes thatthis will increase -performance. Theresulting atmosphere is usually friendly,but not necessarily very productive


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The dictatorial (previously, produce orperish) style (9,1): control and dominate.With a high concern for production, and a

low concern for people, managers usingthis style find employee needs unimportant;they provide their employees with moneyand expect performance in return.

Managers using this style also pressure theiremployees through rules and punishmentsto achieve the company goals. Thisdictatorial style is based on Theory X ofDouglas McGregor, and is commonly

applied by companies on the edge of realor perceived failure. This style is often usedin case of crisis management.


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The sound (previously, team) style (9,9):

contribute and commit. In this style, highconcern is paid both to people andproduction. As suggested by thepropositions of Theory Y, managers

choosing to use this style encourageteamwork and commitment amongemployees. This method relies heavily onmaking employees feel themselves to be

constructive parts of the company.


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The opportunistic style: exploit and manipulate.Individuals using this style, which was added to

the grid theory before 1999, do not have afixed location on the grid. They adoptwhichever behavior offers the greatestpersonal benefit.

The paternalistic style: prescribe and guide. Thisstyle was added to the grid theory before 1999. In The Power to Change (McKee & Carlson,

1999), it was redefined to alternate betweenthe (1,9) and (9,1) locations on the grid.Managers using this style praise and support,but discourage challenges to their thinking.


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Strengths of all the Style Models orTheories

1. It has broadened the field of leadershipresearch to not just focus on the traits and skills butalso on the behaviors of leaders

2. It is a reliable approach because it is supportedby a wide range of studies

3. The Style approach is valuable because itunderscores the importance of two coredimensions of leadership behavior; task andrelationship

4. It has heuristic value in that it provides us witha conceptual map that is very useful in gaining anunderstanding of our own leadership behaviors.


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