1 The impoverished manager (grid ref. 1,1) is uninvolved in the work and withdrawn from people The...
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Transcript of 1 The impoverished manager (grid ref. 1,1) is uninvolved in the work and withdrawn from people The...
![Page 1: 1 The impoverished manager (grid ref. 1,1) is uninvolved in the work and withdrawn from people The sweatshop manager (grid ref. 9,1) is results driven.](https://reader036.fdocuments.net/reader036/viewer/2022071805/56649cc45503460f9498de59/html5/thumbnails/1.jpg)
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• The impoverished manager (grid ref. 1,1) is uninvolved in the work and withdrawn from people
• The sweatshop manager (grid ref. 9,1) is results driven and sees people as tools to that end
• The country club manager (grid ref. 1,9) is focused on being agreeable and smoothing relations
• The status quo manager (grid ref. 5,5) is moderately concerned with both work requirements and people’s needs
• The fully functioning manager (grid ref. 9,9) is intensely interested in task and cares deeply about people.
Blake and Mouton (1964)
Managerial Grid Leadership Styles
![Page 2: 1 The impoverished manager (grid ref. 1,1) is uninvolved in the work and withdrawn from people The sweatshop manager (grid ref. 9,1) is results driven.](https://reader036.fdocuments.net/reader036/viewer/2022071805/56649cc45503460f9498de59/html5/thumbnails/2.jpg)
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Managerial Grid for Leadership Effectiveness
Concern for Production
Country ClubManager (1,9)
Fully FunctioningManager (9,9)
Status QuoManager (5,5)
ImpoverishedManager (1,1)
SweatshopManager (9,1)
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OpportunisticManager
![Page 3: 1 The impoverished manager (grid ref. 1,1) is uninvolved in the work and withdrawn from people The sweatshop manager (grid ref. 9,1) is results driven.](https://reader036.fdocuments.net/reader036/viewer/2022071805/56649cc45503460f9498de59/html5/thumbnails/3.jpg)
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• The paternalistic manager who uses high concern for task (9,1) combined with use of rewards (1,9) in exchange for compliance and loyalty.
• The opportunistic manager who uses whichever style will promote his or her advancement (1,9 to please employees; 5,5, in interaction with peers; and 9,1 to gain favour with results-oriented bosses (Manning and Curtis, 2006, p21).
Buckingham, Marcus and Coffman, Curt (2005) First Break All the Rules: What the World’s Greatest Managers do Differently London, Simon & Schuster
Managerial Grid Leadership Styles
![Page 4: 1 The impoverished manager (grid ref. 1,1) is uninvolved in the work and withdrawn from people The sweatshop manager (grid ref. 9,1) is results driven.](https://reader036.fdocuments.net/reader036/viewer/2022071805/56649cc45503460f9498de59/html5/thumbnails/4.jpg)
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Managerial Grid for Leadership Effectiveness
Concern for Production
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![Page 5: 1 The impoverished manager (grid ref. 1,1) is uninvolved in the work and withdrawn from people The sweatshop manager (grid ref. 9,1) is results driven.](https://reader036.fdocuments.net/reader036/viewer/2022071805/56649cc45503460f9498de59/html5/thumbnails/5.jpg)
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Managerial Grid for Leadership Effectiveness
Concern for Production
Country ClubManager (1,9)
Fully FunctioningManager (9,9)
Status QuoManager (5,5)
ImpoverishedManager (1,1)
SweatshopManager (9,1)
Co
nc
ern
fo
r P
eop
le
1
1
9
1 9
9
9
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