Leadership style is the manner and approach of providing direction, implementing plans,

and motivating people. Kurt Lewin (1939) led a group of researchers to identify different
styles of leadership. This early study has been very influential and established three major
leadership styles. The three major styles of leadership are (U.S. Army Handbook, 1973):

• Authoritarian or autocratic
• Participative or democratic
• Delegative or Free Reign

Although good leaders use all three styles, with one of them normally dominant, bad
leaders tend to stick with one style.

Authoritarian (autocratic)

I want both of you to. . .

This style is used when leaders tell their employees what they want done and how they
want it accompished, without getting the advice of their followers. Some of the
appropriate conditions to use it is when you have all the information to solve the problem,
you are short on time, and your employees are well motivated.

Some people tend to think of this style as a vehicle for yelling, using demeaning
language, and leading by threats and abusing their power. This is not the authoritarian
style, rather it is an abusive, unprofessional style called bossing people around. It has no
place in a leader's repertoire.

The authoritarian style should normally only be used on rare occasions. If you have the
time and want to gain more commitment and motivation from your employees, then you
should use the participative style.

Participative (democratic)
Let's work together to solve this. . .

This style involves the leader including one or more employees in the decision making
process (determining what to do and how to do it). However, the leader maintains the
final decision making authority. Using this style is not a sign of weakness, rather it is a
sign of strength that your employees will respect.

This is normally used when you have part of the information, and your employees have
other parts. Note that a leader is not expected to know everything -- this is why you
employ knowledgeable and skillful employees. Using this style is of mutual benefit -- it
allows them to become part of the team and allows you to make better decisions.

Delegative (free reign)

You two take care of the problem while I go. . .

In this style, the leader allows the employees to make the decisions. However, the leader
is still responsible for the decisions that are made. This is used when employees are able
to analyze the situation and determine what needs to be done and how to do it. You
cannot do everything! You must set priorities and delegate certain tasks.

This is not a style to use so that you can blame others when things go wrong, rather this is
a style to be used when you fully trust and confidence in the people below you. Do not be
afraid to use it, however, use it wisely!

NOTE: This is also known as lais…sez faire (or lais…ser faire), which is the
noninterference in the affairs of others. [French : laissez, second person pl. imperative of
laisser, to let, allow + faire, to do.]

Forces
A good leader uses all three styles, depending on what forces are involved between the
followers, the leader, and the situation. Some examples include:

• Using an authoritarian style on a new employee who is just learning the job. The
leader is competent and a good coach. The employee is motivated to learn a new
skill. The situation is a new environment for the employee.
• Using a participative style with a team of workers who know their job. The leader
knows the problem, but does not have all the information. The employees know
their jobs and want to become part of the team.
• Using a delegative style with a worker who knows more about the job than you.
You cannot do everything! The employee needs to take ownership of her job.
Also, the situation might call for you to be at other places, doing other things.
• Using all three: Telling your employees that a procedure is not working correctly
and a new one must be established (authoritarian). Asking for their ideas and
input on creating a new procedure (participative). Delegating tasks in order to
implement the new procedure (delegative).

Forces that influence the style to be used included:

• How much time is available.

• Are relationships based on respect and trust or on disrespect?
• Who has the information - you, your employees, or both?
• How well your employees are trained and how well you know the task.
• Internal conflicts.
• Stress levels.
• Type of task. Is it structured, unstructured, complicated, or simple?
• Laws or established procedures such as OSHA or training plans.

Positive and Negative Approaches

There is a difference in ways leaders approach their employee. Positive leaders use
rewards, such as education, independence, etc. to motivate employees. While negative
employers emphasize penalties. While the negative approach has a place in a leader's
repertoire of tools, it must be used carefully due to its high cost on the human spirit.

Negative leaders act domineering and superior with people. They believe the only way to
get things done is through penalties, such as loss of job, days off without pay, reprimand
employees in front of others, etc. They believe their authority is increased by frightening
everyone into higher lever of productivity. Yet what always happens when this approach
is used wrongly is that morale falls; which of course leads to lower productivity.

Also note that most leaders do not strictly use one or another, but are somewhere on a
continuum ranging from extremely positive to extremely negative. People who
continuously work out of the negative are bosses while those who primarily work out of
the positive are considered real leaders.

Use of Consideration and Structure

Two other approaches that leaders use are:

Consideration (employee orientation) - Leaders are concerned about the human needs of
their employees. They build teamwork, help employees with their problems, and provide
psychological support.

Structure (task orientation) - Leaders believe that they get results by consistently
keeping people busy and urging them to produce.

There is evidence that leaders who are considerate in their leadership style are higher
performers and are more satisfied with their job (Schriesheim, 1982).

Also notice that consideration and structure are independent of each other, thus they
should not be viewed on opposite ends of a continuum. For example, a leader who
becomes more considerate, does not necessarily mean that she has become less
structured.

See Blake and Mouton's Managerial Grid as it is also based on this concept.

Paternalism
Paternalism has at times been equated with leadership styles. Yet most definitions of
leadership normally state or imply that one of the actions within leadership is that of
influencing. For example, the Army uses the following definition:
Leadership is influencing people -- by providing purpose, direction, and motivation
-- while operating to accomplish the mission and improving the
organization."

The Army further goes on by defining "influence" as a:

means of getting people to do what you want them to do. It is the means or method
to achieve two ends: operating and improving. But there¹s more to
influencing than simply passing along orders. The example you set is just as
important as the words you speak. And you set an example -- good or bad --
with every action you take and word you utter, on or off duty. Through
your words and example, you must communicate purpose, direction, and
motivation.

While "paternalism" is defined as (Webster):

a system under which an authority undertakes to supply needs or regulate conduct

of those under its control in matters affecting them as individuals as well as
in their relationships to authority and to each other.

Thus paternalism supplies needs for those under its protection or control, while
leadership gets things done. The first is directed inwards, while the latter is directed
outwards.

Geert Hofstede (1977) studied culture within organizations. Part of his study was on the
dependence relationship or Power Difference -- the extent to which the less powerful
members of an organization expect and accept that power is distributed unequally.
Hofstede gave this story to illustrate this Power Difference:

The last revolution in Sweden disposed of King Gustav IV, whom they considered
incompetent, and surprising invited Jean Baptise Bernadotte, a French
general who served under Napoleon, to become their new King. He
accepted and became King Charles XIV. Soon afterward he needed to
address the Swedish Parliament. Wanting to be accepted, he tried to do the
speech in their language. His broken language amused the Swedes so much
that they roared with laughter. The Frenchman was so upset that he never
tried to speak Swedish again.

Bernadotte was a victim of culture shock -- never in his French upbringing and
military career had he experienced subordinates who laughed at the mistakes of
their superior. This story has a happy ending as he was considered very good and
ruled the country as a highly respected constitutional monarch until 1844. (His
descendants still occupy the Swedish throne.)
Sweden differs from France in the way its society handles inequality (those in charge and
the followers). To measure inequality or Power Difference, Hofstede studied three survey
questions from a larger survey that both factored and carried the same weight:

• Frequency of employees being afraid to express disagreement with their

managers.
• Subordinates' perception of their boss's actual decision making style (paternalistic
style was one choice).
• Subordinates' preference for their boss's decision-making style (again,
paternalistic style was one choice).

He developed a Power Difference Index (PDI) for the 53 countries that took the survey.
Their scores range from 11 to 104. The higher the number a country received, the more
autocratic and/or paternalistic the leadership, which of course relates to employees being
more afraid or unwilling to disagree with their bosses. While lower numbers mean a more
consultive style of leadership is used, which translates to employees who are not as afraid
of their bosses.

For example, Malaysia has the highest PDI score, being 104, while Austria has the lowest
with 11. And of course, as the story above illustrates, Sweden has a relative low score of
31, while France has a PDI of 68. The USA's is 40. Note that these scores are relative, not
absolute, in that relativism affirms that one culture has no absolute criteria for judging
activities of another culture as 'low' or 'noble'.

Keeping the above in mind, it seems that some picture paternalistic behavior as almost a
barbaric way of getting things accomplished. Yet, leadership is all about getting things
done for the organization. And in some situations, a paternalistic style of decision-making
might be required; indeed, in some cultures and individuals, it may also be expected by
not only those in charge, but also the followers. That is what makes leadership styles
quite interesting -- they basically run along the same continuum as Hofstede's PDI,
ranging from paternalistic to consultive styles of decision making. This allows a wide
range of individual behaviors to be dealt with, ranging from beginners to peak
performers. In addition, it accounts for the fact that not everyone is the same.
However, when paternalistic or autocratic styles are relied upon too much and the
employees are ready and/or willing to react to a more consultive type of leadership style,
then it normally becomes quite damaging to the performance of the organization.

Robert R Blake and Jane S Mouton: the Managerial Grid

[c].

Ads by GoogleCharismatic Leadership

Online books, journals for academic research, plus bibliography tools.
www.Questia.com/Charismatic_Leaders
What's Leadership?
12 Different Definitions Easy To Read And Understand
www.BeALeader.net
GridWeek 2007
Grid Modernization & Smart Grid Washington - April 23-26, 2007
www.gridweek.com

Link to this page

<a
href="http://w w w .thefreelibrary.com/Robert+R+Blak
R Blake and Jane S Mouton: the Managerial Grid [c].<

Robert R. Blake For other persons of the same name, see Robert Blake.
Dr. Robert R. Blake (January 21, 1918 – June 20, 2004) was an American management
theoretician. He did pioneer the field of organizational dynamics.
..... Click the link for more information. and Jane Srygley Mouton mouton

lamb pelt made to resemble seal or beaver. worked together at the psychology
department of the University of Texas during the 1950s and 1960s. They are known
primarily for the development of the "Managerial Grid" as a framework for
understanding managerial behaviour. They subsequently set up a company, Scientific
Methods Inc., to disseminate their ideas on organisational development and management
effectiveness In management, the ultimate measure of management's performance is the
metric of management effectiveness which includes:
 • execution, or how well management's plans are carried out by members of the
organization
•

Lives and careers

Blake was born in 1918 and studied psychology at Berea College Berea College, at
Berea, Ky.; coeducational; founded 1855 by John G. Fee as a one-room school, chartered
1866, a college since 1869. Fostered by abolitionists including Cassius M. Clay, it aimed
to educate both black and white, male and female residents of Appalachia. , University of
Virginia, where he took his M.A. in 1941, then at the University of Texas at Austin
“University of Texas” redirects here. For other system schools, see University of Texas
System.
The University of Texas at Austin (often referred to as The University of Texas, UT
Austin, UT, or Texas , where he took his Ph.D. in 1947. He stayed at the University of
Texas as a professor until 1964, receiving an LL.D in 1992.

Ads by GoogleTest Ajax Applications

Comprehensive support for testing Ajax / RIA / Web 2.0 applications
www.parasoft.com
Learn Organization Skills
Get The Basics Of Organizing With Free Online Course. Sign up now!
VolunteerMinisters.org

Jane Mouton Jane Srygley Mouton (died 7 December 1987) was a management theorist.

With Robert Blake, Mouton formulated the Managerial Grid Model (1964), which
attempts to conceptualize management in terms of relations and leadership style. studied
pure mathematics and physics at the University of Texas and received an M.A. in
psychology from Florida State University Florida State University, at Tallahassee;
coeducational; chartered 1851, opened 1857. Present name was adopted in 1947. Special
research facilities include those in nuclear science and oceanography. in 1951 and a
Ph.D. from the University of Texas in 1957. Blake and Mouton developed the concept of
the Managerial Grid while working together at the University of Texas, and their ideas
were tested and developed through the implementation of an organisational development
programme in the American oil corporation Exxon.

In 1955, Blake and Mouton founded Scientific Methods Inc. to provide consultancy
services based on the workplace application of ideas from behavioural science
behavioural science
Noun

the scientific study of the behaviour of organisms . The company was formally
incorporated in 1961, and grew to offer Grid-based Organisation Development and
consultancy programmes in the areas of individual learning, team development, conflict
resolution and strategic modelling in over 30 countries worldwide.

Blake and Mouton's collaboration continued until Jane Mouton's death in 1987. They
have published numerous articles and about 40 books describing their theories and
applying them in a variety of contexts. Dr. Blake also lectured at Harvard, Oxford and
Cambridge, and worked on special projects as a

Fulbright Scholar at the Tavistock Clinic

See Tavistock Institute for the independent charity focussing on group relations.
For the organisation which contains the Tavistock Centre for Couple
Relationships, see Tavistock Institute of Medical Psychology.
in London. In 1997, Dr. Robert Blake Robert Blake may be:

• Robert Blake (admiral) (1599–1657), English naval commander

• Robert Blake (dentist) (1772–1822), pioneering Irish dentist
• Robert Blake (Medal of Honor recipient), the first African-American to receive
the Medal of Honor
•

and the estate of Jane S. Mouton sold Scientific Methods to a long-time Grid Associate.
The company was renamed Grid International Inc., and still promotes Grid Organisation
Development around the world. Dr. Blake remained involved with the company as an
associate up until his death in 2004.

The Managerial Grid

Blake and Mouton set out to apply the ideas of behavioural scientists such as Rensis
Likert American educator and organizational psychologist Rensis Likert (pronounced
'Lick-urt') (1903–1981) is best known for his research on management styles.

He developed Likert Scales and the Linking pin model. to the practice of management.
They built on studies conducted at Ohio State University Ohio State University, main
campus at Columbus; land-grant and state supported; coeducational; chartered 1870,
opened 1873 as Ohio Agricultural and Mechanical College, renamed 1878. There are also
campuses at Lima, Mansfield, Marion, and Newark. and the University of Michigan
(body, education) University of Michigan - A large cosmopolitan university in the
Midwest USA. Over 50000 students are enrolled at the University of Michigan's three
campuses. The students come from 50 states and over 100 foreign countries. in the 1940s
which attempted to identify the behavioural characteristics of successful leaders. Blake
and Mouton identified two fundamental drivers of managerial behaviour as concern for
getting the job done, and concern for the people doing the work. They argued that, on the
one hand, an exclusive concern for production at the expense of the needs of those
engaged in production leads to dissatisfaction and conflict, thus adversely affecting
performance; but that, on the other hand, an excessive concern to avoid conflict and
maintain good relationships is also detrimental to the achievement of goals and
objectives.

In order to provide a framework for describing management behaviours, the two

variables of "concern for production" and "concern for people" were plotted on a grid
showing nine degrees of concern for each, from 1 indicating a low level of concern, to 9
indicating a high level of concern. Five positions on the grid represent five differing
managerial behaviour patterns.

[GRAPHIC OMITTED]

The bottom right corner of the grid represents a 9,1 style of management--maximum
concern for the efficient accomplishment of tasks, but minimum concern for human
relationships. This pattern corresponds to the traditional authority-based style of
command and control management. The 1,9 position at the top left, in contrast, focuses
on human relations human relations npl → relaciones fpl humanas at the cost of efficient
production, and has been called the "country club" style of management. 1,1
management--minimum concern for either production or people--is characterised by a
desire to avoid responsibility, and exert minimum effort. The 5,5 manager attempts to
maintain a balance between both concerns, but 9,9 management, which integrates
maximum attention to both people and production, is put forward as the most effective
approach.

As a further refinement to Grid theory, additional managerial styles combining two or

more of the basic styles are identified. For example, paternalism paternalism (p ·terˑ·n is
defined as 9,1-1,9 management where the manager swings between two extremes. There
is a need to control and dominate and resistance is met with reprimand REPRIMAND,
punishment. The censure which in some cases a public office pronounces against an
offender.
2. This species of punishment is used by legislative bodies to punish their members or
others who have been guilty of some impropriety of conduct towards them.
..... Click the link for more information.. At the other extreme compliance is reinforced
by recognition and appreciation.

Grid Organisation Development programmes (Grid OD)

While the Managerial Grid was considered useful in helping managers to understand their
own behaviour patterns it was recognised that only so much could be achieved through
individual management development, and that problems needed to be addressed at work
group and organisational level. Consequently, Grid theory was used as a starting point
Noun 1. starting point - earliest limiting point
terminus a quo

commencement, get-go, offset, outset, showtime, starting time, beginning, start, kickoff,
first - the time at which something is supposed to begin; "they got an early start"; "she
knew from the for the development of organisation development programmes designed
to enhance managerial effectiveness, resolve conflict and develop teamwork within the
organisation.

The programmes follow a six-phase approach:

1. Grid seminar

2. Team development

3. Inter-group development

4. Goal setting and strategy development

5. Implementation

6. Stabilisation

The Grid seminar generates awareness of how personal behaviours have an impact on
others in the workplace. Participants learn and practise specific skills in teams, and
engage in a structured critique that measures activity results on several levels. The skills
are commonsense com·mon·sense
adj.
Having or exhibiting native good judgment: "commonsense scholarship on the foibles
and oversights of a genius" Times Literary Supplement. ones in any workplace, and
include, for example, the best ways to take initiative, resolve conflict, or make sound
decisions. Participants use Grid theory to clarify personal values and attitudes regarding
behaviours, and then work in teams to complete structured activities under time and
performance pressures. The seminar is over 90 per cent experiential ex·pe·ri·en·tial
adj.
Relating to or derived from experience.

ex·pe ri·en , placing the responsibility for learning, practice, and change into the hands of
participants. This level of team involvement and responsibility is found to make the
learning effective and lasting.

Phases two and three focus on problem solving problem solving

Process involved in finding a solution to a problem. Many animals routinely solve

problems of locomotion, food finding, and shelter through trial and error. and conflict
resolution, both within and between work groups. A major concern is to enable teams to
develop the ability to work together towards a common goal in a synergistic
synergistic /syn·er·gis·tic/ (sin?er-jis´tik)
1. acting together.

2. enhancing the effect of another force or agent.

syn·er·gis·tic
adj.
1. way. In phase four the focus moves to reaching agreement on broader, organisation-
wide goals. Planned changes One of the foundational definitions in the field of
organizational development (aka OD) is planned change:

“Organization Development is an effort planned, organization-wide, and managed from

the top, to increase organization effectiveness and health through planned are
implemented in phase five and in the final phase progress is monitored, to ensure that the
changes continue in the workplace, and are consolidated and stabilised. This programme
is applied throughout the organisation at all levels, and in large organisations the process
may take three to five years to complete. In the course of the programme the focus moves
from the behaviour of individual managers to the effectiveness of work groups and teams,
and the involvement of the whole organisation.

Over the years the concepts and principles of Grid Organisation Development were
refined and applied in a variety of different fields. Several new editions of The
Managerial Grid(c) were published, as well as books covering the use of Grid
programmes in areas such as sales management Sales Management Role and Goal
Importance of sales management is critical for any commercial organization. Expanding
business in not possible without increasing sales volumes, and effective sales
management goal is to organize sales team work in such a manner that ensures a ,
academic administration, real estate, social work, medicine and even marriage. More
recent publications emphasised the application of Grid principles to areas of topical
interest such as team-building, change and stress management.

Synergogy

Blake and Mouton also developed their own educational theories on how best to teach
Grid theories and concepts in the work group context. These are described in the book
Synergogy published in 1984. The term 'synergogy' was coined by Blake and Mouton,
and describes a systematic approach to learning that leads team members to learn from
each other in a co-operative and participative way. Synergogy, defined as "working
together for shared teaching", was contrasted to pedagogy, where instruction is given by a
teacher, and andragogy, where the teacher acts as a facilitator. Four synergogic learning
designs were developed to provide a structure for the process of learning. The 'Team
Effectiveness Design' and the 'Team Member Teaching Design' relate to the acquisition
of knowledge. The 'Performance Judging Design' relates to the development of skills.
Lastly, the 'Clarifying Attitudes Design' concerns awareness and development of
appropriate attitudes. Techniques employed include individual preparation, presentations,
multiple choice and true/false tests and team discussion. The role of the learning
administrator is limited to making sure that the learning design is effectively
implemented. These methods were first used by Blake and Mouton to teach university
courses but were later adapted to workplace training sessions.
In perspective

The Grid is regarded as one of the first attempts to define appropriate management
behaviours. Blake and Mouton's approach to organisation development focuses on human
behavioural processes rather than technological and structural aspects of organisations.
There is an underlying supposition that a single, universally-applicable leadership style
will fit all situations.

The theoretical basis of Blake and Moutons' approach has sometimes been questioned,
and critics have pointed to a lack of substantial research evidence for the effectiveness of
Grid Organisation Development programmes. Testimonial evidence, however, is not
lacking and Grid programmes continue to have widespread appeal. Over two million
copies of Grid publications have been sold, and Grid programmes have been
implemented in world-class companies, such as BP and ICI (language) ICI - An
extensible, interpretated language by Tim Long with syntax similar to C. ICI adds high-
level garbage-collected associative data structures, exception handling, sets, regular
expressions, and dynamic arrays. . The Grid concept has helped managers to grasp the
ideas being presented, and the direct practical approach embodied in Grid development
programmes has made them more accessible than theoretical approaches.

Blake and Moutons' ideas focus on the behaviour of individual managers, and have been
presented as embodying commonsense wisdom. These factors have undoubtedly helped
them to gain acceptance, and their influence has been substantial in Europe, Asia and
North America North America, third largest continent (1990 est. pop. 365,000,000),
c.9,400,000 sq mi (24,346,000 sq km), the northern of the two continents of the Western
Hemisphere. . Their success, however, is often seen as due more to their marketing
expertise than to the originality of their ideas.

The development and promotion of the Grid Seminar represents a key stage in the history
of promoting management ideas, and is a prime example of the role of packaging and
branding. Scientific Methods Inc. successfully segmented the market for organisation
development with the application of the Grid principles in a variety of sectors.

Key works by Blake and Mouton

The editions cited here are those held in, and available for loan to members from, the
Chartered Management Institute's Management Information Centre. These may not
always be the first edition.

The managerial grid: key orientations for achieving production through people

Houston, Texas “Houston” redirects here. For other uses, see Houston (disambiguation).
Houston (pronounced /'hjuːstən/) is the largest city in the state of Texas and the : Gulf,
1964

Corporate excellence through grid organisation development

Houston, Texas: Gulf, 1968

Synergogy: a new strategy for education, training and development

San Francisco San Francisco (săn frănsĭs`kō), city (1990 pop. 723,959), coextensive with
San Francisco co., W Calif., on the tip of a peninsula between the Pacific Ocean and San
Francisco Bay, which are connected by the strait known as the Golden , Calif.: Jossey
Bass, 1984

Spectacular teamwork: how to develop the leadership skills for team success, with Robert
L Allen

London: Sidgwick and Jackson, 1987

Change by design, with Anne Adams McCanse

Reading, Mass.: Addison Wesley, 1989