(1 minute read)

While leading people to achieve the most desirable outcomes, many leaders and managers are faced with a challenge of whether to focus more on the people they manage, or the tasks they need to achieve.

Research and experience have identified that the effective manager needs to demonstrate a concern and a balance between both the task and the person.

Based on these initial findings, Robert Blake and Jane Mouton, from the University of Texas, proposed a two-dimensional Managerial Grid based on a manager’s concern for production (task-oriented) and their concern for people (relationship-oriented).

Each axis on the grid consists of a nine-point scale with ‘1’ indicating a low concern and ‘9’ a high concern. Depending on how a leader/manger scores on each of the two axes, identifies the management style they may be demonstrating or preferring.

The Blake Mouton Managerial Grid

The 5 Management Styles

  1. Impoverished Management: (Low People/Low Production). These managers may appear indifferent and disorganised and unlikely to generate any collegiality or harmony.
  2. Authority-Compliant Management: (Low People/High Production). Managers identified in this category often view their people as a means to achieve an objective. Motivated by achieving results, low retention of good people is a sad by-product.
  3. Middle of the Road Management: (Medium People/Medium Production). Often viewed as compromisers, they have difficulty inspiring people or achieving admirable results.
  4. Country Club Management: (High People/Low Results). Often viewed as ‘accommodating’, they rely on the premise that happy people will achieve great things.
  5. Team Management: (High People/High Production). These managers demonstrate a commitment to company’s goals and targets while motivating team members to stretch themselves to achieve a win-win outcome.

Consider your recent management or leadership decisions and how much focus you placed upon both people and production.

Where would you ‘plot’ your management style on the Blake Mouton Grid?

Given the situation, was it the ideal style?

What areas of your leadership or management style can you enhance to improve your competencies in the management of people?


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