Sunday, November 16, 2008

Presentation: The Grid Leadership Theory

So I am finally getting up to speed on The Grid Leadership Theory as I read Rachel Mckee and Bruce Carlson's Book entitled "The Power of Change" during my stay here at the Bolger Center for Leadership in Maryland. I am here learning what is called the Grid Theory. The presentation above summarizes the various leadership styles, but I hope to be blogging more
about how learning these theories can help you to make you a better leader and better manager of projects by end of week. Although I am not a huge fan of these kind of theories in business, this one looks interesting.

The impoverished style (1,1)

In this style, managers have low concern for both people and production. Managers use this style to avoid getting into trouble. The main concern for the manager is not to be held responsible for any mistakes, which results in less innovative decisions.
Features 1. Does only enough to preserve job and job seniority. 2. Gives little and enjoys little. 3. Protects himself by not being noticed by others.
Implications 1. Tries to stay in the same post for a long time.

The country club style (1,9)

This style has a high concern for people and a low concern for production. Managers using this style pay much attention to the security and comfort of the employees, in hopes that this would increase performance. The resulting atmosphere is usually friendly, but not necessarily that productive.

The produce or perish style (9,1)

With a high concern for production, and a low concern for people, managers using this style find employee needs unimportant; they provide their employees with money and expect performance back. Managers using this style also pressure their employees through rules and punishments to achieve the company goals. This dictatorial style is based on Theory X of Douglas McGregor, and is commonly applied by companies on the edge of real or perceived failure.This is used in case of crisis management.

The middle-of-the-road style (5,5)

Managers using this style try to balance between company goals and workers' needs. By giving some concern to both people and production, managers who use this style hope to achieve suitable performance but doing so gives away a bit of each concern so that neither production nor people needs are met.

The team style (9,9)

In this style, high concern is paid both to people and production. As suggested by the propositions of Theory Y, managers choosing to use this style encourage teamwork and commitment among employees. This method relies heavily on making employees feel as a constructive part of the company.

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