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Leadership Grid


The Leadership Grid, also known as the Managerial Grid or the Blake-Mouton Managerial Grid, is a framework that categorizes leadership styles based on varying degrees of concern for people and production. Developed by Robert Blake and Jane Mouton in the early 1960s, the grid consists of two axes representing concern for people (y-axis) and concern for production (x-axis), which are divided into nine levels each. The intersection of these axes forms 81 possible leadership styles, allowing for the identification and evaluation of a leader’s management style based on their emphasis on building relationships and achieving results.


The phonetics of the keyword “Leadership Grid” can be represented in the International Phonetic Alphabet (IPA) as:/ˈliːdərʃɪp ɡrɪd/Breaking it down to individual sounds:- “Leadership”: /ˈliːdərʃɪp/ –> LEE-duhr-ship- “Grid”: /ɡrɪd/ –> gr-idTogether, it would be pronounced as “LEE-duhr-ship gr-id.”

Key Takeaways

  1. The Leadership Grid, also known as Blake and Mouton Managerial Grid, is a model that identifies different leadership styles and helps to understand the balance between concern for people and concern for production. This model emphasizes the importance of finding a balance between human aspects and output in order to be effective in leadership.
  2. The model categorizes leadership styles into five main types based on their positions on the grid: impoverished (1,1), country club (1,9), task-oriented (9,1), middle-of-the-road (5,5), and team leader (9,9). Each of these styles has its own set of characteristics, effectiveness and challenges, with the team leader style being considered the most effective because it achieves high concern for both people and production.
  3. Leaders can use the Leadership Grid as a tool to assess their own leadership style, identify areas for improvement, and develop a more balanced and effective approach. By understanding the different styles, leaders can adapt their methods depending on the context, the needs of their team, and the goals of their organization.


The Leadership Grid, sometimes referred to as the Managerial Grid, is an important business and finance term because it provides a framework for understanding and evaluating different leadership styles based on two key dimensions – concern for people and concern for production. Developed by Robert R. Blake and Jane S. Mouton, the grid aids organizations in identifying ideal management styles, enhancing leaders’ effectiveness, and facilitating team development. By utilizing the Leadership Grid, organizations can strike an optimal balance between people-oriented and task-oriented leadership styles, ultimately fostering a more productive and harmonious workplace environment, leading to improved decision-making, increased employee satisfaction, and overall organizational success.


The Leadership Grid provides a framework for understanding and assessing management and leadership styles within an organization. The primary purpose of the Leadership Grid is to assist individuals, teams, and organizations in identifying their particular leadership styles and to systematically analyze and improve their leadership skills. By doing so, the Leadership Grid aims to facilitate better communication, collaboration, and overall effectiveness of leaders, creating an environment that fosters innovation, growth, and high performance. This model allows organizations to evaluate their current leadership capabilities and discern what elements might be lacking, as well as helping individuals and teams to recognize their strengths and areas for growth.

The Leadership Grid is often used as a diagnostic tool in corporate training, employee development programs, and executive coaching to improve leaders’ skills and capacities. The model is based on two dimensions, namely task-oriented behavior and relationship-oriented behavior, which combine to create a two-dimensional grid with various points representing distinct leadership styles. These styles include authority-compliance, country-club management, impoverished management, middle-of-the-road management, and team management. By identifying one’s position on the grid, leaders can work on developing a more balanced approach that encompasses the best aspects of both task and relationship-oriented behaviors. As such, the Leadership Grid serves as an invaluable tool for organizations and individuals seeking to enhance their leadership performance and create a thriving, productive work environment.


The Leadership Grid, also known as the Managerial Grid or the Blake Mouton Managerial Grid, is a model developed by Robert Blake and Jane Mouton in the early 1960s that identifies various leadership styles by using a matrix with two axes: concern for people and concern for production. Here are three real-world examples of the Leadership Grid application in business and finance:

1. Apple Inc. – Steve Jobs and Tim Cook: Steve Jobs was known for his high concern for production and relatively lower concern for people. This approach falls under the “Authority-Compliance” quadrant on the Leadership Grid, where leaders focus on achieving objectives while disregarding employees’ welfare. On the other hand, Tim Cook, who succeeded Jobs, displays a more balanced leadership style. He demonstrates “Team Management” – high concern for both production and people – by focusing on collaboration and open communication.

2. General Electric – Jack Welch: Jack Welch, the former CEO of General Electric, is a prime example of a leader who used the “Team Management” quadrant. He emphasized a balance between concern for people and concern for production, valuing employee development and communication while implementing clear performance expectations and accountability. Under his leadership, GE achieved significant financial success, and he became well known for his approach to employee engagement and talent development in the context of performance and productivity.

3. Amazon – Jeff Bezos: Jeff Bezos, founder and former CEO of Amazon, exhibits a leadership style that leans toward “Authority-Compliance.” Bezos has been known for pursuing an intense focus on customer satisfaction and productivity while sometimes creating challenging conditions for employees. This approach has undoubtedly led to Amazon’s unprecedented growth in the e-commerce industry, but it has also been met with criticism about their workplace culture.

Frequently Asked Questions(FAQ)

What is the Leadership Grid?

The Leadership Grid, also known as the Managerial Grid or the Blake Mouton Managerial Grid, is a model developed in the early 1960s by Robert Blake and Jane Mouton. It is used to identify and analyze various leadership styles by plotting them on a grid, which has two axes: concern for people (y-axis) and concern for production (x-axis).

What are the key components of the Leadership Grid?

The key components of the Leadership Grid are the two axes – concern for production, which represents the focus on achieving organizational goals and getting tasks done, and concern for people, which represents the focus on the well-being, motivation, and satisfaction of team members. The grid consists of five major leadership styles: Impoverished (1,1), Country Club (1,9), Produce or Perish (9,1), Middle-of-the-Road (5,5), and Team (9,9).

Can you explain the five leadership styles on the grid?

Certainly. The five leadership styles are:1. Impoverished (1,1): Leaders with low concern for both production and people. They do the bare minimum to keep their job, avoid making decisions, and lack motivation. 2. Country Club (1,9): Leaders with high concern for people but low concern for production. They focus on creating a comfortable work environment, often at the expense of productivity and efficiency.3. Produce or Perish (9,1): Leaders with high concern for production but low concern for people. They prioritize results over employee well-being, often pushing their team to the limit and disregarding their happiness.4. Middle-of-the-Road (5,5): Leaders with moderate concern for both people and production. They aim to balance productivity and employee satisfaction, often resulting in mediocre performance.5. Team (9,9): Leaders with high concern for both production and people. They focus on building trust, respect, and commitment within the team while achieving results. This is considered the most effective leadership style.

How can the Leadership Grid be used in organizational development?

The grid can be used as a diagnostic tool to assess current leadership styles within an organization. By identifying leadership strengths and weaknesses, it becomes easier to develop a plan for improving leadership skills and overall organizational effectiveness. The grid can also be utilized to guide the selection and training process for managers, helping to identify areas for growth and improvement in their leadership approach.

Is the Leadership Grid model universally applicable?

While the Leadership Grid provides valuable insights into leadership styles and their effectiveness, it is important to note that cultural and contextual factors may influence the applicability of certain styles. Leaders should adapt their approach depending on factors such as the organization’s culture, the industry, the complexity of the task, and the readiness of the team to perform. Therefore, the grid offers a framework to better understand different leadership styles, but it should be used in conjunction with other assessments and considerations.

Related Finance Terms

  • Behavioral Theory
  • Managerial Grid Model
  • Blake and Mouton
  • Task Orientation
  • Relationship Orientation

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